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of who he was. As we said before, power is in the presence. Power is in charisma. Power is in just being a certain way . Besides overambitiousness, unwise expansion, and greed, the next tripper with success is pride. Blowing it happens when our excellenc e begins to manifest itself in a response from the world and we let this go to our heads. What was solicitude for our customers’ convenience and pleasure now becomes indifference. We can’t be bothered anymore because of that sense of importance. That is the great collapse of wonderful careers. It happens to celebrities in the entertain ment field so visibly . The drugs, the alcoh ol, and the eventual overdoses are merely the symptoms of what has already happened —they couldn’ t handle it. The guarantee of success is the inner knowing that it was the consequence of your awareness of some inner truth of human nature that doesn’ t belong to you as an individual. It gives you the humility you need to withstand the assaults of success. A real test it is . . . one of the biggest tests in the world. Don’ t let your ego spoil and exploi t that which was the very source of your charm. Gratitude is one of the best defenses. If you’ve discovered your gift and now it is bringing home the bacon, then be grateful for it. Be thankful and seek to share the success with others rather than to show it of f pridefully .In the world of super successful people, an expensive car doesn’ t mean anything, as they all can afford an expensive car. In the world of “would be” successful peopl e, however , the expensive car is a must. It’s like they still feel called upon to prove it. Real success brings such an inner state that they don’t need to prove anything to anybody . They don’t need to impress anyone. If others are impressed , that’s nice; certainly the applause of the | Success Is For You | David R Hawkins | chunk |
don’t need to prove anything to anybody . They don’t need to impress anyone. If others are impressed , that’s nice; certainly the applause of the crowd is a legitimate pleasure and it frequently ener gizes them. By not realizing that it was dealing with human nature rather than customers’ cash, Coca-Cola pulled the great “new Coke” blooper , which was when they changed their original formula and thus made one of the most impressive gaf fes in business history . The company was one of the most beloved success stories in modern times—all in America knew about it—and their image became incredibly tarnished. They really blew it. The comfortable, secure, home-life image of Coca-Cola as part of the Americ an way of life was suddenly sent reeling by corporate decisions and the disregard for human nature and human relations. Whatever the compute rs told the executives about the move they made, we have to remember that computers don’t have feelings. Computers don’t have human nature. They just deal in numbers. We all know that Coca-Cola had to back up, try to recoup its losses, and make whatever attempts it could to regain its steadfast image and public loyalty . But we were all indignant because something within our humanness had been violate d. It wasn’ t the quality , or the availability , or the price of the product; we were indignan t because we felt we’d been manipulated, exploited, and played. The company meddled with something that should not have been meddled with. Our dignity as human being s had been violated. Some things are priceless, and people won’ t forgive those who violate them. Their trust and confidence are some of those things. What did Coca-Cola do about that problem? To the company’ s credit, their executives listened and responded to the public outcry . After only a few months, Coca-Cola returned its original formula to store shelves. That | Success Is For You | David R Hawkins | chunk |
their executives listened and responded to the public outcry . After only a few months, Coca-Cola returned its original formula to store shelves. That announcement resulted in network newscasts and front-page coverage of the story in virtually every newspaper in the country . More than 30,000 calls poured into the company applauding that decision. The Coca-Cola brand soared to new heights, and customers continued to remem ber the love they had for it. Trust was restored.We really can’t fool the public with lip service. When we blow it, one way to recapture what we had going for us is through absolute honesty . The reestablishment of our integrity and credibility is accomplished by openly admitting a mistake when we make one. As a result of that, we demonstrate to the world a genuine change of heart. The world will for give us. Everyone’ s made mistakes. Mistakes are not the cause of failure—they are merely springboards defining what was out of alignment, correcting it, and coming through it at a higher level. We come out either a loser or a champion, depending on how we handled the mistake. The purpose of sharing a mistake has to be genuine. It cannot be done to manipulate others into sympathy or pity, or to dump guilt. Rather , it must be done to genuinely share what we have learned so that others can learn from our experiences. They will be grateful to us for it, and we will have reestablished our stature in their eyes. On the sports field, in the celebrity arena, or in any area of human endeavor , every one applauds and stands behind the one who is making a comeback or at least giving it a try. They’ve already won 50 percent of the game simply by exhibiting their willingness to do so. Anybody who is willing to take another shot at it earns the world’ s respect, because they know the gamble involved. They know what it takes to do that. There’ s no | Success Is For You | David R Hawkins | chunk |
willing to take another shot at it earns the world’ s respect, because they know the gamble involved. They know what it takes to do that. There’ s no reward in being a hangdog; that’s just self-indulgence. People will cooperate and feel sorry for such a person, but they won’ t give their respect. Can we make a successful comeback if we’ve really blown it? Of course we can. There are a lot of successful businesspeople who have earned and lost multiple fortunes in their lifetimes. We all have different learning styles. Some people only find out where the manholes are by falling into them. That’s their style of learning things, and there’ s nothing wrong with it. At least when they get it that way, they get it permanently . The likelihood of going down that wrong alley again is unlikely . The value of a big blooper is that we’re finished with that one for this lifetime. From the examples in this chapter , it’s clear that power comes from goodwill, and goodwill is associated with an image. If we blow the goodwill, we blow the image, and true success goes down the tubes. In successfully maneuvering around the world, I’ve always put great value on credit rating rather than on cash or capital. Cash or capital comes and goes; a credit rating is forever . If we have good credit, all we have to do is write a check on one of our override accounts and we can get out of anyjam and buy ourselves some time. And with that time there are 12 ways to deal with it. In the meantime, the interest is tax-deductible and, frankly , no one can corner us. If we have enough credit lines, we only end up paying tax-deductible interest. Naturally , we reach our max with this style of expansion when our cash flow can’t handle the interest payments. When that happens, we know that we have guessed wrongly . | Success Is For You | David R Hawkins | chunk |
expansion when our cash flow can’t handle the interest payments. When that happens, we know that we have guessed wrongly . Financial power comes from credit. I’m not impressed by how much money people have in business, but how much money they can raise. What money is raised on is integrity , reputation, value, and assets. I spent huge sums of money on major enterprises without even having a contract. It’s an old saying that a contract is as good as the paper it’s written on. What that means is that the value of the contract is strictly based on the integrity of the one we’re doing business with. If they don’t have that kind of integrity , we shouldn’ t be doing business with them in the first place. If the only reason they deal honestly with us is because if they don’t we can take them to court and sue them, who needs them? The whole business world is played in that arena. If we are truly successful, our value to others is of such a dimension that they automatica lly see to it and make the check good if it bounces. The reason for this is that like goes to like. We draw people of a similar nature into our circles of intimates. People of powerful integrity tend to deal with each other . That’ s the very attraction—one champion recognizes another . For our last example, let’s look at one of the biggest bloopers of the last century , the whole principle of what was responsible for its complete recovery , and then a position of world leadership. That is the story of Japan in World War II. Japan emer ged from the ultra-defeat and being the ultra- villain; from international disgra ce on a scale that we will never know; from the ultimate shame in a nation that places so much emphasis on honor and pride, creating the greatest humiliation, defeat, and fall from grace. One couldn’ t have been in a worse position than Japan after World War II. | Success Is For You | David R Hawkins | chunk |
pride, creating the greatest humiliation, defeat, and fall from grace. One couldn’ t have been in a worse position than Japan after World War II. Not only that, but Japanese nationals had been interned in the United States and were in our version of the concentration camp. Their worldly goods had been confiscated. They were treated as enemy aliens , despite thefact that the majority were loyal Americans. They had race and color against them. They were the focus of national hatred. They were the ultimate of going down the tubes. How much greater disaster could be experienced, not to mention the violent deaths of hundreds of thousands through the explosion of the atomic bomb and the shock wave that it sent through the emotions of the people? That was on the international military level. What about the commercial level? Before World War II, “Made in Japan” was a joke. What it inferred was a cheap imitation, commonness. It meant that people weren’ t willing to pay much if it was made in Japan. What an enormous chang e now, huh? Now “Made in Japan” is the promise of an excellent product. I myself wouldn’ t settle for anything less than a Sony when I bought a TV. Japan is now again one of the great world economic powers and pacesetters. Their corporate structure and busines s styles are studied by experts worldwide. The Japanese have made one of the fastest comebacks in all of history . As a community they are successful; as a nation they are super successful. How did this come about for Japan? They were honest about it, weren’ t they? They publicly admitted, “We were wrong.” They shared their suffering with the world. They didn’ t try to fake it. We all knew they were learning a horribly painful but critical lesson. Their willingness to bite the bullet, to face it, to be honest, to fess up, and to use the bitter lesson on behalf of learning that lesson forever and coming | Success Is For You | David R Hawkins | chunk |
Their willingness to bite the bullet, to face it, to be honest, to fess up, and to use the bitter lesson on behalf of learning that lesson forever and coming back again—this time with a different alignment of integrity—was essential to their comeback. This time they were committed to different principles. They were not devoted to vaingloriousness, but to excellence. The word Japanese is now almost the equivalent of excellence, the commitment to the perfection of detail, which manifests in the dependability of its products and in the demonstration of responsibility in making replacement parts available. There is awareness that a change in the design means it is coming about as a result of a true improvement in the product and not as a marked manipulation to make what we already own obsolete. Their genuineness and legitimacy are exhibited. No one would ever want to go through it again, the Japanese least of all—and yet, successful people learn from such a lesson. Japan is a stagg ering success. It is a nation that totally recovered its power and now has more power than ever. Previously , it tried to achieve a prominent place in the world through force. Force fails becau se it is notpower . The military represents force. When Japan had the force of a huge military , it was weak. As individual opponents, though, the Japanese were formidable. A Japanese warrior in hand-to-han d combat in the jungle was not someone I wanted to encounter . We had respect for their commitment as individuals. The fact that a kamikaze would fly his plane right into one of our warships and blow it up, sacrificing his own life in doing so, scared a lot of people. A person of average mentality who didn’ t understand commitment presumed that they must be some kind of fanatics. The power of the kamikaze was their commitment to a principle: for the glory of God and the | Success Is For You | David R Hawkins | chunk |
presumed that they must be some kind of fanatics. The power of the kamikaze was their commitment to a principle: for the glory of God and the emperor . The kamikaze pilot gave his all for the glory of his country and the honor of his emperor . Consequently , he was an unstoppab le warrior . Because the ultimate alignment at the top and the motives were wrong, it went down the tubes. The warriors failed not because of the valor of the individuals involved; rather , it was because of the misguidance of those above them. We see the principles upon which Japan was rebuilt. We see the consequences of what happens to political leaders and businesspeople of recent times who have veered from those tried and proven principles. They pay the price. They take a public tumble. They don’t get beheaded by the executioner ’s ax anymore—they get beheaded by the media. The way to avoid those mistakes is to watch every mistake that happens in the world and analyze the principles that were violated. When we see that, then we have a totally dif ferent basis on which to make decisions. To sell out integrity for expediency is to lose our power . To be unshakably committed to principle is to regain our power , even if it seems to cause a temporary loss. We can blow a lot of business, but as long as we didn’ t blow our credit the banks will lend us more money . If we sell out our credit for some cash, we’ll have some temporary fun. But when the chips are down, we’re twisting in the wind. It’s not the fact that we went belly-up on that one. It’ s the “why” of it. If the whole world was willing to forgive Japan for the ultimate disaster , it will do the same thing with us—provided, that is, we follow the same road to recovery . One of the Japanese’ s great gifts to all of us was that they | Success Is For You | David R Hawkins | chunk |
it will do the same thing with us—provided, that is, we follow the same road to recovery . One of the Japanese’ s great gifts to all of us was that they established for us the path back to recovery . They demonstrated for us all so that we could share in their lesson.OceanofPDF .comINTEGRITY WINS THE DAY “It’s a dog-eat- dog world out there, Doc. Everyone knows that,” the patient, who was having all kinds of financial trouble, said to me. “If I didn’ t comprom ise and cut corners and do a little shortchangi ng here and there, I wouldn’ t be able to make it in the marketplace.” Let’s examine these principles and see what’ s involved. This patient’ s first illusion was that he had to compromise because he was close to bankruptcy . The truth was he was close to bankruptcy because he had been a compromiser of the principles of integrity all along. That’ s why his business was in trouble. What about competition? That is what is inferred by the use of the analogy of the business world as a jungle. The truth of the matter is that success is relatively effortless. It is the simple expediency of overcoming the illusion of what competition is in this world. In the first place, there isn’t any real competition of which to speak. What do I mean by that? In the world of those who are commi tted to excellence, the non-compromise of integrity , and principle, there isn’t any competition. There are so few at the top of this pyramid that those who are there write their own tickets. If we’re the best mechanics in town, do you think we’ll have any problem with competition? No. The problem is going to be that of overwork. Once our customers have experienced the quality of excellence, they will never be satisfied with anything less. Now , by excellence, do I | Success Is For You | David R Hawkins | chunk |
overwork. Once our customers have experienced the quality of excellence, they will never be satisfied with anything less. Now , by excellence, do I mean expertise? Do I mean exceptional ability? No, I do not mean that at all. Customers will make all kinds of compromises in their expectations if they know that they’re getting honesty and integrity in return. They willforgive us all kinds of mistakes if we work legally and are totally honest about it. They may be a little disappointed, but they won’ t go elsewhere, so long as they get the honesty of our intentions. For instance, if we bid on a contract, and after landing it find that we can’t complete the project as we had hoped because we underes timated, the customer will forgive us if we say, “Look, in order to stay with this bid price, we’re going to have to compromise on the quality of a certain material.” Allow the customer to have the option of the decision here. That way they cannot fault us later or undermine our reputations. On the contrary , we will build a fine reputation; it’ s reputation that builds success. Ah, there’s that word: reputation. There’ s the secret right there. We don’t have to knock our brains out to beat the competition. Our reputation effortlessly does it for us. This doesn’ t mean that marketing gimmicks, publicity , and all the rest don’t have their place. But let’s remember that those are only attention getters. Once we have the attention of the potential customer , we have to follow it up with integrity , quality , and a feeling of genuineness, which cannot be created unless that genuineness is actually there. True success is so effortless, so easy, and such a snap, it’s sad to watch people out there struggling away , exhausting themselves, selling themselves out right and left, trying to “make it.” Their problem is that they think that | Success Is For You | David R Hawkins | chunk |
people out there struggling away , exhausting themselves, selling themselves out right and left, trying to “make it.” Their problem is that they think that success is “out there.” Success is automatic to a person who has made it. “Has it made” is an inner attitu de. Once we have that attitude, success is automatic. It’ s not a “so what?” It’ s an “of course.” Isn’t success making a lot of money? Isn’t that the common presumption? Success may or may not be accompanied by making a lot of money . To those who are successful, it doesn’ t really matter that much. Have we ever realized that when we were completely and totally satisfied and happy with our successes, how much money we made was almost irrelevant? We need enough to pay our bills and provide for a reasonable standard of living for ourselves , but there isn’t that need to make a lot of money , which is actually compensation for lack of success. If making a lot of money is what motivates us, then we don’t have the key to success. Money is in fact a substitute for the satisfaction that truly successful peop le get out of every job or operation that has gone well for them. Many of my greatest and happiest successes actually brought me nofinancial profit at all. When success is something within, it doesn’t require anything “out there.” Making a lot of money is by its very nature “out there.” It woul d, at best, allow for some extra conveniences and pleasures in life, and perhaps validation about the accuracy of one’s financial theory in a given matter . Satisfaction and a feeling of success can be complete and total without anything at all happening “out there.” That’ s what I mean by transcending the world, by no longer being dependent on the effect of it and the victim of | Success Is For You | David R Hawkins | chunk |
anything at all happening “out there.” That’ s what I mean by transcending the world, by no longer being dependent on the effect of it and the victim of “out there.” Successful people have so many areas of satisfac tion in their lives that they don’t have any areas of vulnerability . Thus, if the expected result does not occur , they don’ t go into an emotional reaction about it. Let’s look at an example from my own personal and professional life, to demonstrate the principles I’m talking about. This is one that’s actually a matter of public record, so all will know I’m not just making it up for the sake of the book. A terrible neurological disease had arisen among patients who were taking a certain class of tranqui lizers called phenothiazines. This crippling disorder , called tardive dyskines ia, is irrev ersible in about 5 percent of patients, very often progressive. It is accompanied by involuntary facial grimacing, body movements, twitching, and rhythmic movements such as “rabbit mouth.” This disorder has preoccupied the psychiatric profession because it creates numerous dilemmas, not only for the patient, but for the doctor , including malpractice suits and endless tragedy . If doctors failed to put seriously ill patients on the so-call ed major tranquilizers, they could be faulted and sued for improper treatment and failing to treat according to the prevailing community standard s. If doctors put patients on these drugs as required by their condition and they developed tardiv e dyskinesia (which occurs in 25 to 50 percen t of patients on these drugs), they could then be sued because the patients developed a crippling neurological side effect from the drug. So they’re condemned if they do and condemned if they don’t, creating an endless ethical, moral, procedural, and professional dilemma of being between a rock and a hard | Success Is For You | David R Hawkins | chunk |
they do and condemned if they don’t, creating an endless ethical, moral, procedural, and professional dilemma of being between a rock and a hard place. Tardive dyskinesia also put the pharmaceutical industry at risk,damaged the image of the profession, was extremely costly , pushed up malpractice insurance rates, jeopardized the patient/doctor relationship, and in general created a professional disaster . The reason for describing this example is to provide the setting of the importance of the problem. Thus far, the profession has been unable to solve it completely . There are endless papers in the professional literature speculating on the basic mechanisms and hypothetical biochemistry . I had been in clinical practice for 35 years at the time and had one of the largest psychiatric practices in the United States. Back in the ’60s I had heard that using vitamins in treating patients and taking them off sugar and sweets was very beneficial. So I did that. I did not do this in place of traditional, proven treatments; I did it in addition to that. I told people who ate a lot of sweets that the mammalian pancreas was never made to handle refined sugar . It doesn’ t even exist in nature unless a bear gets into some honey . Over the millions of years of biologic evolution of the mammalian body , there was never any need for the pancreas to handle big inputs of sugar; therefore, it seemed to me to be unnatural. I had heard that large doses of certain vitamins, such as B6, B3, C, and E were beneficial to patients with disorders such as schizophrenia, and various addictions including alcoholism, epilepsy , and depression; and I passed this information on to my patients. I also learned that a lot of psychiatric symptoms came from allergies to various things that people ate. By experimentation, those items could be eliminated. Sure enough, that turned out to be true. As a matter of fact, my own migraine headaches | Success Is For You | David R Hawkins | chunk |
By experimentation, those items could be eliminated. Sure enough, that turned out to be true. As a matter of fact, my own migraine headaches diminished by 50 percent by eliminating milk; my colitis also disappeared. Fatigue and periodic depression vanished from my life by abandoning sugar and sweets. I discovered, to personal as well as professional benefit, the importance of nutrition with physical, psychosomatic, emotional, and psychiatric disorders. This seems like common sense, doesn’ t it? The doctor ’s obliga tion is to do the best they can for the patient. I’ve always had what I call a “deathbed” philo sophy . What I mean by that is that in the last moments of life, we’re all going to be confronted by the judgment of whether we did our best or not. As such, my comm itment has unfailingly been to the patient. I’ve always felt that in my last moments I would be completely and totally accountable for what I’ve done for the sake of others.Curiously , my professional colle agues seemed to be upset by the fact that I used a lot of vitamins and took people off various foods to which they reacted adversely . This was surprisingly considered to be very controversial and roundly denounced. In my own mind, I said, The heck with it. I don’t care what they think. I wasn’ t going to be accountable for whether or not I was popular or impressed anyo ne. I believed the evidence before my very eyes. Patients who were trying to recover from alcoholism, for instance, were having constant relapses. As soon as I took them off sugar and sweets and put them on high doses of vitamins, they stayed sober . I had patients who periodically had to have electric shock treatments over the years for depression; however , they promptly recovered when they eliminated sugar and sweets from their diets. I had patients who were paranoid and | Success Is For You | David R Hawkins | chunk |
periodically had to have electric shock treatments over the years for depression; however , they promptly recovered when they eliminated sugar and sweets from their diets. I had patients who were paranoid and delusional; when I put them on vitamin B6 and took them off potatoes, the paranoia disappeared. So what was I to believe? The critic ism of my colleagues, or what was obvious from what my patients were telling me? I stuck with the patients. Eventually , I became known around the world and had a staggering practice. I treated patients from all corners of the globe—they used to be lined up in the airports in Paris, Rome, and elsewhere, waiting for a hospital bed to open up for them. I ended up with 12 secretaries and 10 incoming telephone lines. Yet I wasn’ t interested in success. I wasn’ t interested in making a lot of money . Nobody was more surprised than I was when it all started happening in spades. Doctors began to come in from all over the world to ask me to teach them the methods that I used. Patien ts who had been sick for many years would come in, and within 30 days would be well and return home. That impressed the community; therefore, a whole slew of patients poured in from one city after another . Organizations began to form to support this kind of treatment. At this time, there was a group of us doctors doing this, and we were getting so many inquiries that I was spending all my time writi ng letters. I said to my colleagues, “You know , we should write a handbook to explain to people what we’re doing so that we wouldn’ t have to keep writing letters explaining and teaching them one by one, which consumes so much time. We would just have a book to give them and say , ‘Here it is.’” They all agreed that this was a great idea. In fact, they appoint ed me, as | Success Is For You | David R Hawkins | chunk |
We would just have a book to give them and say , ‘Here it is.’” They all agreed that this was a great idea. In fact, they appoint ed me, as often happens in such situations, to write the book. I did and asked forcontributions for chapters from all my collaborators. One the most celebrated scientists in the world—and the only person alive at that time to have won the Nobel Prize twice—wrote me and asked if he could co-edit the book and write a chapter . After our book was written, a wealthy man whose family had benefited from this treatment spontaneously took out a full-page ad in Science magazine where he published a very positive review to bring this treatment into the awareness of the scientific community . In this example we see the princ iple that non-compromise from integrity brings fame, fortune, unexpected profit, various honors, and endless requests for interviews. I ended up having articles about my work in major publications in the United States. I appeared on many TV shows, including The Barbara Walters Show (twice) , The MacNeil/Lehr er News Hour , and others. There were numerous appeals for articles, papers, books, lectures and public appearances. Yet that isn’ t the end of the story . During the years when the profession was noting an increase in the occurrence of tardive dyskines ia, none of my patients ever had it. The literature was reporting an incidence of 50 percent of patients on major tranquilizers developing this crippling disease, which frequently was untreatable and irreversible. Because of the size of my practi ce, I may well have treated more patients with major tranquilizers than most other psychiatrists in the United States. I treated a thousa nd inpatients with very high doses of these drugs; none of them ever got tardive dyskinesia. Nor did any of the patients in the clinic | Success Is For You | David R Hawkins | chunk |
treated a thousa nd inpatients with very high doses of these drugs; none of them ever got tardive dyskinesia. Nor did any of the patients in the clinic that I ran ever get it. In a total of maybe 15,000 to 20,000 patients, not a single case of tardive dyskinesia ever arose. I thought this was a rather amazing discovery and that the profession would be very eager for this news. I did a study in which I published the results of the prevention of tardive dyskinesia by the simple expedient of adding vitamins to the treatment regimen. I published the paper in 1983, presented it to a medical society in 1984 and 1985, and no one paid attention. A support group of patients put together a fund and actually paid for an ad in the Psychiatric Journal, and the drug company provide d free reprints. Still, there was no interest. I redoubled my efforts and incre ased the size of the study . I also included studies of the practices of 80 colleagues who were using the same high doses of vitamins and sugar -free diets. We came up with a total of 58,000patients and published a paper in 1986, called “The Prevention of Tardive Dyskinesia.” After that I expanded the study for another three years. In 1989, I published a paper on the successful prevention of tardive dyskinesia in 61,000 patients over a 20-year period, treated by 80 differen t doctors. I thought, consid ering the heavy-duty climate of the problem of tardive dyskinesia, it would certainly be of interest. It wasn’ t. In fact, the paper was turned down by all the tradit ional journals. The American Journal of Psychiatry was not interested. Archives of Psychiatry was not interested. | Success Is For You | David R Hawkins | chunk |
turned down by all the tradit ional journals. The American Journal of Psychiatry was not interested. Archives of Psychiatry was not interested. Why? Well, I used vitamins, didn’ t I? That seemed to be some kind of crime in the scientific world. The scientific world, because of its reverse causality , is totally glamorized and enamored by the double-blind study with fancy statistics supported by a huge research grant and coming from an assista nt professor at some universi ty someplace. While I couldn’ t get this paper published, the journals were full of articles on tests with equivocal results, which cost enormous amou nts of money . These papers came out of research grants, which were sizable. In the meantim e, my study covered 20 years and 61,000 patients, resulting in a series of three published papers that cost absolutely nothing. Here I had an answer to a staggering problem afflicting one million Americans who were suffering from tardive dyskinesia. The profession was under harassment by malpractic e suits, and no one was even interested in the study ! I sent copies to everyo ne in the field that I thought would have an interest, including all the pharmaceutical companies. In terms of worldly success, we would say that this enterprise of mine was a total failure. I never made a nickel. It didn’ t bring me fame or fortune. It didn’ t even bring me any credit. I’m sure someday , somewhere, some assistant profess or at some university will receive a huge research grant and publish a paper on 18 patients for whom they show that some vitamin is beneficial to curing or preventing tardive dyskinesia. That person will become world famous and get the credit for having discovered the cure for the disease. Now , does this bother me? The answer is no. That’ s because to | Success Is For You | David R Hawkins | chunk |
become world famous and get the credit for having discovered the cure for the disease. Now , does this bother me? The answer is no. That’ s because to my own satisfaction, I made this discovery years ago. I carried it forward and did all that I knew how to make my colleagues aware of it, to dischar ge my mora l, professional, and ethical obligations to patients, to their families, and to the world. My job was complete.So far, nothing at all has happened “out there.” There has been no recognition, no credit, no money , no profit, no title, and no awards. As a matter of fact, it cost me a coup le hundred dollars, and I was poorer rather than richer. And how did I feel about it? I felt completely and totally satisfied. Did I wish that the profession would pay attention? Did I wish that all the patients would benefit from this? Did I wish that all of this crippling could stop? Of course I did. Do I still hope it will? Yes. And if it happens, of course I will be pleased; however , my own inner feeling does not depend on that at all. The experience was already complete and total within myself. Anything happening about it “out there” would just be frosting on the cake. But it was not the thing of which my cake was made. My cake was not going to fall. None of my patients had this disease; I was never sued by a patient because they got it. I rested in peace, and I rested comfortably . The basic lesson that I’m sharing is that success does not come about by making compromises for expediency . Success comes about by refusal to compromise integrity for the sake of anything. In true success there is no time delay . The reward is instantaneous, so that the entire process is a rewarding one. Success is feeling good about what we do. We know those feelings of peace and contentment when we go to | Success Is For You | David R Hawkins | chunk |
the entire process is a rewarding one. Success is feeling good about what we do. We know those feelings of peace and contentment when we go to bed having completed a project where we know we did our best. Nothing has actually even happened “out there.” The boss hasn’ t gotten the report yet. The family hasn’ t seen what we’ve done. The neighbors haven’ t found out. Yet, like having a garden well planted, when we go to bed at night, we know it’s just a matter of time before the flowers and vegetables emer ge. The garden is automatic once it’s been suitably planted. Watchin g it grow is merely in addition to the satisfaction; it is not its source. As I said at the beginning of the chapter , there isn’t any compe tition for those who are at the top of the pyramid. The best restaurants in town don’t have to compete for customers, who know they have to have a reservation well in advance. The best mechanics in town don’t have to look for business; they have to fight off work. Integrity is the automatic open door.In fact, it is a literal open door. I discovered this during the years when I had endless jobs in the world to pay for medical school and college. After World War II there was massive unemployment due to the returning veterans. Everyone went to the Fifty-T wo/T wenty Club and collected their $20 a week of unemployment benefits for 52 weeks, because there were ostensibly no jobs available. At the time when there were “no jobs available,” I had three jobs simultaneously . One of them was canvassing house-to-house for roofing and siding projects. If you know anything about roofing and siding on a door-to-door canvassing basis, you’ll know that this is the roughest, the toughest, the most overworked and abused profession where bad reputation, deception, | Success Is For You | David R Hawkins | chunk |
canvassing basis, you’ll know that this is the roughest, the toughest, the most overworked and abused profession where bad reputation, deception, and customer resistance exist. At the time I did it, house-to- house sales were at their peak due to unemployment. Everyone and his brother were ringing doorbells for every kind of scheme one can imagine. Customer resistance was enormous, especially in a town like Milwaukee, Wisconsin, which was conservative by nature. Trying to make a sale this way was like pulling teeth. Guys tried it by the droves and fell by the wayside after getting 50 doors slammed in their faces. They just plain quit in discouragement. New sales crew s didn’ t last much longer than a week. I would say that the turnover in the sales crews was at least 95 percent. Canvassers walked their feet off covering block after block and worked all morning, all afternoon, and all evening without success. There was a jungle set up for us: Dog-eat-dog competition, slick sales pitches, high-pressured closers, overworked areas, huge customer resistance, with the certainty of success being dependent on what is “out there.” No success was even remotely possible in this endeavor . Yet what happened for me was exactly the opposite. As a matter of fact, I made more money than anybody else in the whole organization. I had cover ed my draw and was, therefore, finished by noon when I went to my next job, which was managing a theater . After that, I went to my third job. What was the secret here? I notice d that door-to-door salesmen all looked the same. They had a jacket, a white shirt, and a tie, and very often a briefcase. They would ring the doorbell, and the homeowner spotted what was obviously a door-to- | Success Is For You | David R Hawkins | chunk |
jacket, a white shirt, and a tie, and very often a briefcase. They would ring the doorbell, and the homeowner spotted what was obviously a door-to- door salesman. The prospective customers would stick their head s out of thewindow and say, “We don’t want any; we’re not interested today .” I learned that the image of the door -to-door salesman lacked integrity . What I did was the exact oppo site. I wore slightly dirty overalls and a blue workman’ s shirt. I had screwdrivers and hammers hanging off my belt. My face was a little dirty. My hair was a little rumpled. A six-inch ruler and a pencil stuck out of my shirt pocket. I carried a toolbox or a lunch pail instead of a briefcase. The image was that of a blue-collar worker . Blue-collar workers have integrity and a nonthreatening image in the minds of conservative America. And wouldn’ t you know , the doors would open automatically for me on blocks where other salesmen couldn’t get into a single house. I got into every one. I told folks that I had some good stuff left over from other jobs that I’d been doing in the neighborhood. I noticed their roof was falling off, and I had this extra roofing material. If they wanted, I would put it on for them. Obviously they did not need a whole new roof, and I was obviously not a salesman. But their guard was down; consequently , we talked turkey . I’d tell them that I would charge them for materials plus labor . Everyone agreed with no argument. Nobody begrudges us honestly making a living. I never used high-pressure sales techniq ues; I never promoted, distorted, twisted, or made false promises; and I never presented or scared them with a contract to sign. I told them the job was 50 percent due when it was half finished, and the balance was due when the job was complete. No one ever | Success Is For You | David R Hawkins | chunk |
to sign. I told them the job was 50 percent due when it was half finished, and the balance was due when the job was complete. No one ever complained about that arrangement. In a few instances, I had to tell people that if they didn’ t make the final payment I would have the workman tear the roof off. That changed their minds about making their check s good. I would have torn it off too. Even if it cost me money , I would have torn all those shingles off again, because I owed it to myself. It was not to get even. It was not for revenge. Rather , it was because I would have owed it to myself. In business now, we would wonder, Unless we have that binding contract or the power of potential lawsuit, how will we collect? The answer is: If that’s the only way we can collect from those customers, we should not be doing business with them. OceanofPDF .comGET RID OF BUSINESS What? Get rid of business? You’re probably thinking. I though t the purpose of success was to get business. What I mean is to get rid of 5 percent of our business. If we want to make money and share profits, then we need to make it a rule to get rid of 5 percent of the business. How do we choose that 5 percent? It’s based on the principle I found over many years. Namely , 95 percent of our troubles and headaches are coming from 5 percent of our customers. That greed for the last dollar is costing us a fortune in time, energy, image, lawsui ts, defenses, insurance premi ums, employee turnover , headaches, marital discord, frayed nerves, upset stomachs, and ulcers. What’ s killing us is the last nickel. The first 95 cents is easy—it’ s the last nickel that’s costing us all this. What happens if we let go of that troublesome 5 percent? Our income doubles. | Success Is For You | David R Hawkins | chunk |
first 95 cents is easy—it’ s the last nickel that’s costing us all this. What happens if we let go of that troublesome 5 percent? Our income doubles. I found this out many years ago. This relates in the medical profession to what’ s called Medicare and Medicaid. What I discovered about it over the years is that it was a tremendo us hassle with its endless approval forms, follow-up forms , and other periodic forms. Not only that, but we had to compromise what to my mind was the confidentiality of the doctor/patient relationship. We had to reveal diagnoses and all kinds of details about patients’ personal lives to justify getting payment. Payment was then very much delayed. There would be letters of protest questioning the wisdom, or duration, or whatever , about a treatment method. Medicaid and Medicare “investigators” appeared on the scene. Unfortunately , there were enough fraud headlines to make this necessary; there’re always a couple of bad apples in the barrel.Well, the point of it all was that the bureaucratic harassment we had to put up with for some kind of nominal payment was ridiculous. The difficulties in collecting from the government in itself created a major project. Many clinics that depen ded on this source of income used to “factor the pape r” and settle for a percentage of the payment. Some factoring company was then left with the awesome project of trying to collect the money from the government. As you can see, all the time, hassle, potential hazards, overhead, paperwork, and putting up with endless bureaucratic red tape was ener gy-depleting, discouraging, and frankly quite dif ficult. So what was the solution? The solution was to tell people that we’d rather treat them for free. I treated a lot of older patients for nothing; many of them brought me knit sweaters, melons, tomatoes, paintings, rugs, | Success Is For You | David R Hawkins | chunk |
rather treat them for free. I treated a lot of older patients for nothing; many of them brought me knit sweaters, melons, tomatoes, paintings, rugs, furnishings, blankets, afghans, homemade apple pies, and brownies. With a lot of people, I told them to pay me what they could. We automatically canceled what amounted to about 5 percent of charges. So what? Everyone was happy. It opened up the time, energy, bookkeeping, and secretarial space to concentrate on that which was more important. My reputation went out as not being money hungry . To not be money hungry in this world alone is a suf ficient reputation on which to build success. The most successful mechanic in the small town I once lived in was always accused by his wife and others of “giving it away .” He charged too little, they all complained. Very often I’d go to a garage and they’d tell me that they had to replace the whole whatchamacallit, and it would cost $200. I would take the car to Fritz, and he would say in his heavy German accent, “Well, we’ll bend them all the other way and tighten up the gap and it will cost you $2.80.” Obviously , I don’t know anything about cars. He could have sold me a whole new set of injectors for $250. Yet a lot of times I would take the car in for something, and he would fix it for nothing. He’d say, “Oh, it’s only a loose wire.” One garage wante d to put in a new fuel pump and ejector system. Fritz said, “You’ve got a lousy tank of diesel; it’s got water in it.” He emptied out the tank, put in fresh fuel, and away I went. He went to bed content and so did his customer s. People had to wait in line to get to him. He didn’ t have any competition. | Success Is For You | David R Hawkins | chunk |
content and so did his customer s. People had to wait in line to get to him. He didn’ t have any competition. On the other hand, if any customers were troublesome, he’d soon let them know that he had no time for the complainers, the demanders, people who applied pressure, the canta nkerous, the argumentative, or the critical.He’d say, “Who needs them? They’re just a headache.” I watch ed him turn down many a “profitable” job. So, Fritz only had nice customers. Killing ourselve s for that last 5 percent is due to insecurity , lack of success, plain greed, and shortsi ghtedness. We must get rid of all customers who are paranoid, suspicious, and distrustful. Why? Not only are they litigious and the cause of big trouble, but they are not going to get over it no matter what we do. The reason is their own lack of integrity , which they then project onto the world, and presumes that we are the same as they are. A person who suspects us of dishonesty is by nature disho nest. It’s obvious that the innocent don’t even suspect. If we don’t think we can trust a customer on practically the basis of just a verbal agreement and a handshake, then we won’ t do business with them. Who needs collection problems? I built a million-doll ar estate on 30 acres on the north shore of Long Island over a ten-year period and never signed a single contract. I’d get bids and say, “Yours is the best offer I got and I’m gonna take it.” The guy would say, “I’ll send you a contract,” and I’d say, “Forget it.” I’d say, “You put it in and I’ll pay you.” Then he’d ask me, “What if you don’t pay | Success Is For You | David R Hawkins | chunk |
“You put it in and I’ll pay you.” Then he’d ask me, “What if you don’t pay me?” I’d say, “Well, so you rip it back out again.” If that didn’ t satisfy him, I found someone who bought that. Honestly , I never had a problem. Every contractor fulfilled their obligation. In fact, they went to the other extreme and came through with such expert craftsmanship and workmanship that the house became a showplace. Thou sands of people came to see it, having heard of it because of the integrity with which it was built. The doors were two inches thick, solid oak, and handmade. The floor was hand-inlaid quarter -inch oak. The hinges on the doors were solid brass ball bearing. The ceiling beams were hand hewn from hundred-year -old insect-proof hemlock. The foundation was steel. It was built to last for 500 years. Is there any competi tion when it comes to selling a house like that? Of course not. It’ s in a class by itself. This brings us to the next princ iple of being successful: Be in a class by oneself. For example, there was a business in town named Orion Chim ney Sweep. When someone called, Mickey , the owner himself, called back. He got the story of what was needed. He set up a convenient time and waspunctual. If he said he was going to be there at 11:00 A.M., he didn’ t show up at 11:15. If he got delayed, he called and said that he was not going to be there at 11:00; he was going to be a little late. Then he called the customer and verified his arrival. In his truck all of the brushes were neatly arranged and hung from the ceiling, accordi ng to labeled sizes. He then proceeded to do the most thorough job one could imagine . I could have practically eaten out of the | Success Is For You | David R Hawkins | chunk |
ceiling, accordi ng to labeled sizes. He then proceeded to do the most thorough job one could imagine . I could have practically eaten out of the woodstove after he left. He explained everything that was wron g, why and how to prevent it, and how to cut down the bill in the future. On his last visit he told me, “No, your fireplace doesn’ t need to be cleaned this year .” Inasmuch as I don’t know any better, he could have sold me another job as long as he was there to do the woodstove. Yet he was polite, courteous, prompt, efficien t, and friendly . He took great care not to mess up the house —when he left, it looked cleane r than before he got there. His bill was fair and prom ptly presented with no pressure. Between the times he made the appointment to clean the chimney and the appointment itself, he sent literature that explained his service so the customer knew what to expect. He answered any questions that arose. A few days after he did the job, a very courteous note arrived in the mail. He thanked people for their patronage, made suggestions for the coming year, and told them that he would remind them the next time a cleaning was due by sending a note and calling them. Did Mickey have any “competition”? He did not. I mean, there was nobody else in this guy’s class. There was neither a delay in the response to the initia l phone call, nor an abrupt secretary to put someone on hold. There was no failure to show up at the prearranged time without notification of delay if one should occur . His integrity established goodwill and his reputation. Consequently , he had customer loyalty . I would never have thought of using another chimn ey sweep unless I was forced to because Mickey went out of town or was no longer in business. | Success Is For You | David R Hawkins | chunk |
reputation. Consequently , he had customer loyalty . I would never have thought of using another chimn ey sweep unless I was forced to because Mickey went out of town or was no longer in business. I was so impres sed by his integ rity that I told others about him and got him other customers. That is just what we want. If only one customer tells one other person, our business has doubled, right? In Mickey’ s relationship with me he doubled his business. Without doing a thing, without spending an advertising dollar , no marketing gimmicks, no sales pitches, no worry about “market saturation,” his business increased. It didn’ t matter how many chimney sweeps were in town, because I was never going to switch.Even if they offered to do it for $5 less, who cares? I want ed to sleep content and secure knowing that no chimney fire was possib le, because Mickey had cleaned it so thoroughly . I’ve seen other chimney sweeps take brushes up and down and stir up a big, dirty mess. When I looked inside the truck I could tell what their minds must be like because it looked like a rat’s nest. Just like the cleanliness of a restroom in a restaurant is probably a pretty good indic ator of the cleanliness of the kitchen, the disorder in a workman’ s truck is indicative of the confusion in his mind. Another customer to get rid of is the one who is “doing us a favor .” We don’t want these people around us at all because they are grandiose. Grandiose people are always paranoid, troublesome, arduous, and critical. Even after we do a good job for them, they will ruin our reputa tions. They seem to be motiv ated by unlovingness and a chronic mental nastiness. Their mental attitude is contemptuous. We can run ourselves ragged for them. | Success Is For You | David R Hawkins | chunk |
seem to be motiv ated by unlovingness and a chronic mental nastiness. Their mental attitude is contemptuous. We can run ourselves ragged for them. They’ll never be satisfied. Being dissatisfied is where they live in their own minds; therefore, they constantl y see imperfection in the world. No matter what we do, it will not be good enough. Get rid of them. I remember a patient walking into my office once with the same challenging, chip-on-the-shoulder attitude. She wanted proof of my qualifications and demanded to see all of my diplomas. Her attitude seemed to be that I was some kind of a fake or a crook until proven otherwise. I told her I was booke d solid and didn’t have any time to handle her kind of case, nor did I charge her for the interview . Who needs it? This lady was going to harass and bedevil people. Even if they did a good job, she was going to give them headaches. My basic dictum has always been, Don’ t trust the untrusting, because they themselves are untrustable; they don’t have any integrity . We also have to watch out for the tricks of these manipulative people. They will try to bait us into engaging with them by trying to get us into an argument so that we’re in a position of defending ourselves. The minute we find that happening, we should let it be a warning signal to us. Why would we have to defen d ourse lves to a norma l and decent person? We’ll find that we’llonly have to defend ourselves against people who within themse lves are not “decent.” Their challenge is coming from their own inner negati ve view and experience of the world, against which they now arrogantly demand that we defend ourselves. Never do that. This brings us to the next chapter . OceanofPDF .comHEART-HEARTED VERSUS HARD-HEARTED | Success Is For You | David R Hawkins | chunk |
defend ourselves. Never do that. This brings us to the next chapter . OceanofPDF .comHEART-HEARTED VERSUS HARD-HEARTED In investigating the matter , we see that success comes out of the heart, whereas profit comes out of the head. There’ s a big difference. There are those male traditions of selling out love for profit, compromising integrity for expe diency , and violating life for the sake of that which is antilife. It comes with a very elaborate defense system, which every man knows by heart: Win at any cost. Winner takes all. Buyer bewar e. Take the profit and let the credit go. The perversion of true mascu linity by developing the capacity to be cold, calculating, unfeeling, merciless, heartless, and able to kill without blinking an eye—a long with the whole idea of toughness and masculinity—are the crimes of the world, for which the world pays an endless and ongoing penalty . The persistent ideas that antilif e is what is good for life, that poison is beneficial for people, or that hate is strength are all profound distortions and fatal. While we may give such people lip service of admiration, deep in our hearts we hold them truthfully as monstrosities and grotesque disfigurements of the human potential. They are the dark ones in science- fiction movies. Yet in our own private business lives, we feel that antilife is justified by all the elaborate rationalizations with which we can back it. Let’s look at some of the convincers throughout time. The idea that coming from the heart is being soft, weak, unmasculine, vulnerable, a sap, a sucker , a wimp, a pushover , or an easy mark is one of these convincers. This indicates a confusion of not knowing the difference between weakness and strength. When we examine that, we’ll see that heart-hearte d is strength | Success Is For You | David R Hawkins | chunk |
This indicates a confusion of not knowing the difference between weakness and strength. When we examine that, we’ll see that heart-hearte d is strength and hardhearted is weakness.We forget that the heart is the home of all courage. To be stouthearted is to have the heart of the lion. When Winston Churchill came from principle in World War II, no one accuse d him of being soft or weak. He exhibited the heart of the lion to stand by principle at any cost—not to choose expediency at any cost. Many businessp eople pride themselves on being hard-headed . They’ll smugly say, “I’m a hard-headed businessman.” To me it means just the opposite—when they say that, what they mean is that they’re hardhearted and soft-headed. Being hard-h earted is very costly in business. It’s a disaster . Nothing will ruin a business faster . It may get us some temporary admiration from those who are like-minded, but that is all we’ll ever get out of it. The world will forget us. We will not be part of people’ s cherished memories. People will fear us, but they will not respect us. There’ s a big difference. People will defer to us, but they will not honor us. The fate of ignobility is ignobility itself. One has to be careful to differentiate between profit and success. It is presumed by the unsophisticated mind that they are one and the same, or that making a lot of money , profit, and success are all identical. The endless parade of movie stars and celeb rities who commit suicide is evidence that this is not true. All the money and fame in the world doesn’ t seem to do much for them, does it? The secret is that success can only be experienced in the heart. It cannot be exper ienced in the head. The best that the head can do is the temporary | Success Is For You | David R Hawkins | chunk |
The secret is that success can only be experienced in the heart. It cannot be exper ienced in the head. The best that the head can do is the temporary satisfaction of pleasure. As we know well, however , pleasure is not the same thing as happiness at all. Many people’ s lives are full of pleasures—rich food, wonderful surroundings, expensive cars, furs, jewels, and media coverage—yet the flame of light goes out in them. Obviously , their success brought them nothing. This is what I mean by hollow victory . One, by devious means, manipulates one’s opponent into a defeat. The sense of victory is absent; it’s dead. The taste of victory turns to ashes in one’s mouth. Success can’t be had “out there.” No amount of effort will accomplish it, becaus e it doesn’ t exist “out there.” True strength and power comes from the ability to stick by one’s principles no matter what. Once I knew someone who was a very successful member of Alcoholics Anonymous, with many years of sobriety . She used to tell people, “We don’t drink in this group even if our butts drop off.” What she meant by thatstatement was the inviolable law she had drawn in her life. Her life depended on her not selling out or compromising her integr ity for any reason whatsoever , under any circumstances. This gave her great strength and power , while others who violated this principle ended up in state hospitals, had convulsions, and died. Her recovery was a permanent success. If we love the whole book of our lives and don’t get enamored with one sole chapter , our lives will be equally successful. The rule is: no compromise with that which benefits and supports the lives of everyone, that which inspires, that which uplifts, that which validates, and that which | Success Is For You | David R Hawkins | chunk |
compromise with that which benefits and supports the lives of everyone, that which inspires, that which uplifts, that which validates, and that which honors life. Success comes from understanding the nature of life. Once it is comprehended, nothing but success is possible. This doesn’ t mean that struggle may not ensue; in overcoming old ways of being and adopting new ones, there may indeed be a period of struggle. A major cause of the world’ s failures and the misery and unhappiness in the lives of so many is because the world does not understand causality . Because it is crucial to success to understand the nature of life, we need to look at causality. A different comprehension will create a different context for our lives. That flash of understanding can accompli sh more for our lives than years of ef fort and hard work. As has been written elsewhere, the way the world understands causality is typically in the linear , left-brain style. It sees A → B → C. It then imputes and projects onto the observat ion a concept—an idea called “causality .” Because one thing follows anoth er, it implies that A causes B causes C in an endless series and chain of events. This progression is simultaneously a trap, a constricted box, and a limited paradigm reality , which severely curtails options. It thinks the only thing that can happen is what is scientific or logical. Closely allied with this is another different-sounding but equally fallacious idea based on the same lack of understanding: the idea of things being accidental or luck. Whether it’s bad luck or good luck, the implication is still the same: that this is a chaotic universe without order . What appearsto be chaos is merely that one is coming from a limited perspect ive, and that one is too close to it to be able to see the overall or ganization and design. | Success Is For You | David R Hawkins | chunk |
one is too close to it to be able to see the overall or ganization and design. The law of the universe, which is true on all levels—physical, material, emotional, psychic, moral, spiritual—is that everything is connected with everything else. There is no way anything can be outside the universe. The best we can say about what appears to be chaos is that its intrinsic order has not been defined yet. Computers have come up with the discovery of certain rhythmicity and an internal order in what appears to be random. This has been demonstrated in weather cycles and other things in which, without the aid of computers, we were heretofore unable to see the intrinsic order . Causality does not happen on the same level. Only consequences happen on the same level; therefore, the way causality actually happe ns is in the following simple diagram: From this diagram we see that causality is on the level of ABC , and its result is the phenomenon seque nce A → B → C. ABC is what is “in here” and A → B → C is what is “out there.” We can now see how useless it is to try to pursue “out there” when the cause is “in here.” As I said in an earlier chapter , success is something that occu rs at the very time of the original conception. Its appearance in the world is simply the automatic consequence of what is already on the level of cause. To intervene in the sequence of A → B → C is coming from force. As we can see, any force exerted in that sequence will create an equal and opposite counterforce. We also notice that if we change ABC—that is, our inner intention, conv iction, motive, principle, goal, purpose, meaning, or alignment—the whole sequence in the world A → B → C will automatically be changed as a consequence without our having to doanything about it. It is like A → B → C is the whole movie that appears on | Success Is For You | David R Hawkins | chunk |
alignment—the whole sequence in the world A → B → C will automatically be changed as a consequence without our having to doanything about it. It is like A → B → C is the whole movie that appears on the screen and ABC is what is projecting it. We cannot change what is going on in a movie by running up to the screen, trying to push the chara cters around. Even a child would laugh at that. Yet that’s what the whole world is doing all the time, isn’t it? With one little shift of the heart, the entire movie changes. The best the head can do is change the scenario or improve the quality of the production. But no real change takes place until one changes the heart of the matter . That is where the power exists. Once we understand the principle of causality , we understand the source of power and where it resides. The problem of success in the world disappears. There is no problem of success in the world. Once we have the formula for gold, we don’t have to collect or hoard it anymore. We could have it or not, as the whim strikes us. It may please us to make a million or it may not. It all depends on whether it’s worth the bother and whether there are other things involved. Neve rtheless, what we do will then be coming from choice. It will not be because of need, or drive, or compuls ion, or lack of freedom. Let’s go back to the example of Mahatma Gandhi and the British Empire and reexamine it from this viewpoint of causality . The British Empire, which was coming from force, was addressing itself to the sequence of A → B → C. It thought that by interv ening in the sequence, it would succeed in obtaining that which was advan tageous to British interests. The only effect all that had, paradoxically , was to reinforce the power of Mahatma Gandhi’ s | Success Is For You | David R Hawkins | chunk |
obtaining that which was advan tageous to British interests. The only effect all that had, paradoxically , was to reinforce the power of Mahatma Gandhi’ s stance. That power resided in Gandhi’ s alignment of the principal ABC, which existed solely in his mind . Gandhi’ s mind had no “out there” at all. It had no army , militia, or guns. It had no tanks or money . It had no titles, trappings, or edifices. It had no music or bands or flags. It had no worldly power whatsoever . Yet the power of ABC in the mind of Maha tma Gandhi brought the A → B → C of the entire British Empire to its knees. The British Empire had to capitulate. How could the British Empire have won? Obviously , it could only have done so had it been able to address itself to the ABC in Gandhi’ s mind and somehow displace it with another program, such as a more appealing or higher principle. That, in fact, is exactly how true masters deal with each other . They fence by challenging whether the ABC in the other person’ s mind is the highest principle possible.What was the principle that gave Gandhi such power? It was the universal princip le of the rights of the “equality of all men” based upon the Divinity of their creation (the same principle that established the United States as a great world power). Additionally , the only power the government has is by the consent of those it governs. Those who govern are then servants of those governed. The power resides within the people, who govern by the power of the acknowledgment of their equality no matter what their appearance was “out there.” The British Empire could only have defeated Gandhi if it had appealed to the consciousness of the world saying that it was coming from a higher principle than Gandhi’ s, and thereby capturing the support and backing of the populace. There is no way that the British Empire could have won any | Success Is For You | David R Hawkins | chunk |
principle than Gandhi’ s, and thereby capturing the support and backing of the populace. There is no way that the British Empire could have won any more than the American South could have won the Civil War, where the self-interest of the principles of the right to own slaves ran against and smack into more powerful unive rsal principles as stated in the Constitution and as backed by Abraham Lincoln: the equality of all men. The heart-heartedness of Gandhi defeated the hardheartedness of the British. By understanding these examples we clear up any confusion as to whether being heart-hearted is soft or weak. What passes for strength under the guise of hard-heartedness in society is nothing but childlike selfishness. One infant hits another infant over the head and takes his toy. What a lot of people think of as strength is nothing but callous indifference or ignorance, which is not strength. There is nothing admirable about it. We can see that the gross perversion and misunderstanding of strength occur in adolescence. The adolescent who is insecure and uncertain about their own inadequacy now starts to get brainwashed by those who also failed to make it. They have to work hard to remain convinced that by persuading others, what they believe in has some truth in it. That a biker gang can sadistically rape and then beat to death an old woman without having any feelings about it or regrets does not inspire us with admiration for their strength or their mascu linity . It’s just plain dreadful; it’s horrible. All the whips, chains, guns, knives, loud noise, roaring motorcycles, and pompous display of skulls and leather jackets are symbolic of gross weakness. It is tragically weak adolescence. The translation of the same attitudes into the marketplace is still weak adolescence. The weaker one is inside, the more one needs and has to have | Success Is For You | David R Hawkins | chunk |
weakness. It is tragically weak adolescence. The translation of the same attitudes into the marketplace is still weak adolescence. The weaker one is inside, the more one needs and has to have symbols of strength on the outside. The poor corporate raiders just can’tovercome it. They take over one corporation after another yet stay as pitiful as ever. When we see them for what they are, we stop hating them. Instead, we feel compassion. We feel sorry for them. Despite all that, they still don’t feel adequate as men and women. They don’t know that success is being a whole person. Does that mean we shouldn’ t make money? Of course it doesn’ t. There’ s nothing more fun than making money . It’s a sport. It’s a game. It brings lots of rewards, legitimate ones too. Why shouldn’ t we make all the money we want to make? But the differences are: want to make money , not have to; choose to do it, not need to. One of the most rewarding and thrilling experiences in my life came from working with a man whose life was a disaster . He was going down the tubes financiall y. He was unable to get out of debt and was entering bankruptcy . His family was falling apart. He was drinking hims elf to death and making a fool of himself. He was understandably depressed. He’d once been a very successful broker . Now he was full of self-pity , resentment, grudges, hate . . . a very unhappy man indeed. All of those consequences were merely the A→ B→ C of what was out within him. His ABC was screw ed up badly . It’s a waste of time to try to help people on the level of A→ B→ C, although the whole world spends most of its time doing that. I saw clearly that this man was going to die if he | Success Is For You | David R Hawkins | chunk |
help people on the level of A→ B→ C, although the whole world spends most of its time doing that. I saw clearly that this man was going to die if he continued the way he was. So I worked on his ABC nonverb ally. One’ s ABC is not always definable, expressible, or describable; it’s more like a way of being in the world. What I tried to transmit to him was that whole feeling of a dif ferent way “to be.” This is not a linear process. One day he came to see me. I could tell instantly he was a changed man. He was a totall y different person! He had become employab le. He had gotten out of debt, moved away from any risk of bankruptcy , and become sober . He had given up resen tment, hatred, and self-pity . His life had become a success. In his own words, the exact moment that this happened to him occurred like this:I was brought up to go deer hunting. All of the men in the family went hunting, and this year I went with them again . We sat in this blind on the last day of the season; none of us had bagged anything. And then, in the clearing in front of me stood three deer. One of them was a huge stag. I looked down my telescopic sight and had the center of his chest dead-on in the middle of the crosshairs. At that point I was suddenly overwhelmed by the incredible beauty and magnificence of that anim al standin g there in its grace and grandeur , with its dignity and stature. I decided not to pull the trigger . I decided to save its life. In that moment he moved from being an adolescent to a man and truly owned his powe r. The men in his family criticized him, but within himself he knew that it had been a great victory . They were still stuck in adolescence, and he had moved beyond them. They still had to prove | Success Is For You | David R Hawkins | chunk |
he knew that it had been a great victory . They were still stuck in adolescence, and he had moved beyond them. They still had to prove something. He’d passed the test and didn’ t need to prove it anym ore. When he decided to use his power to protect life and become its cham pion instead of destroying it for personal self-interest, he became a powerful being. His power transformed his whole life and those who were touched by his life. How could he transmit the power of life to others when he himself had not committed and aligned with it? Power is something we only have if we give it away . We can’t give away what we don’t have. True power grows: The more we give it away, the more we have it. It is self-reinforcing and self-augmenting. It’ s like creativity . People worry , for instance, that they won’ t get as much money as possible out of a certain invention. Why worry about it? Where that invention came from, there is an endless supply . The deeds of this world are so overwhelming that all we have to do is examine them and the answers present themselv es to us. We don’t even have to strain for them. It doesn’ t bother me at all if someone steals an idea and runs off and profits from it. There are plenty more ideas where that one came from. Owning power and creativity means unlimited abundance. That doesn’ t mean to be indifferent. That simply means to live from a place that is unthreatened. No one can threaten our ABC; they can only threaten our A→ B→ C. Inasmuch as A→ B→ C is only the consequence of ABC that we hold within ourselves, it can never be threatened. If we own ourselves as the projector , and life itself is the light source within us, we realize that we can create movies all day long. If someone runs off with one we may get | Success Is For You | David R Hawkins | chunk |
projector , and life itself is the light source within us, we realize that we can create movies all day long. If someone runs off with one we may get annoyed, but our lives haven’ t really changed. We don’t have to demonstrate anything “out there” when we already have it “in here.” The karate master never gets into fights. If he did he wouldn’ t be a master , would he? I knew a friend who held a black belt in karate. Hewas held up on the street in New York City by couple of muggers threatening him with knives. What do you suppose he did? Did he flash into his plast ic hero act and beat them all up like in the movies? I’ll tell you exactly what he did. He laughed and gave them his money , his watch, and his rings withou t being asked. He then bowed to them. They walked off with their trophies, and he walked away laughing about it. I had a similar experience right in Times Square. I was walking alone late at night, and a huge hulk of a man who had also had a few drinks started following me, accosting me for money or some other excuse for an unpleasant encounter of some kind. He kept getting closer and closer behind me, getting nastier and nastier , and more and more threatening as we walked. Finally he said, “Think you’re better than I am, huh?” I saw that I wasn’ t going to escape the situation by just walking away . So I spontaneously spun about, threw my arms and legs out in the air, and shouted, “Ha!” Well, that took him by surprise, and he fell back in disarray . In that split second, I had him. I gave a light tap on his shoulder and said, “Better luck next time.” And again, in that telltale amusement, that feeling- good laughter arises within one’s self. To win brings its pleasure. The true | Success Is For You | David R Hawkins | chunk |
“Better luck next time.” And again, in that telltale amusement, that feeling- good laughter arises within one’s self. To win brings its pleasure. The true victory brings laughter and satisfaction that can’ t be matched. The world confuses heart-he arted with softness, with sympathy . Sympathy means to see and side with the other person’ s weakness instead of having the courage to inspire their strength. In the world of the treatment of addictions, dependency , codependency , and the like, this is called being an enabler . It means we feed into the other person’ s weakness. That is truly being hard-hearted and not coming from the courage of heart- heartedness. Heart-hearted means to protect the other person’ s integrity even though they are unable to see it at the present time. True strength is always accompanied by kindn ess, gentleness, and softness of expression. That position is one of choice and not one of compulsion. Heart-hearted is in a position of freedom, power , and invuln erability . Once we own it within ourselves, we know henceforth that we are bulletproof. The world can anno y us. It can knock over our sand castles. But it can no longer get to us where we live. Flexibility is power . We see the power to survive in the animal with its fur and loose skin. If I grab the skin of my cat, I can pull it up several inches without causing any discomfort. What that means is that an opponent in attacking a cat gets a mouthful of fur and skin. The vital organs are not endangered. The cats have theirendless fights and both survive. This is to make clear that align ing with the principle doesn’ t mean to be inflexible or rigid. We’re free to move in any direction because we’re not anchored “out there.” The sumo wrest ler may appear to belie that principle. He seems to have | Success Is For You | David R Hawkins | chunk |
direction because we’re not anchored “out there.” The sumo wrest ler may appear to belie that principle. He seems to have mastered the whole principle of being rooted and anchored. He squats there like a rhinoceros or a Mack truck, looking like he’s pulled down by double gravity; indeed he is. So what’ s the secret of the sumo wrestler? It’s the solidness of his anchoring and the fulcrum of his balance when he throws his opponent. It is flexibility that throws the opponent. The solidity of the wrestler ’s anchoring merely increases the power effect of his flexibility . It’s like the power return of a hard surface is greater than the powe r return of a soft surface. Do-gooders, Goody Two-shoes, and Pollyannas are all positioned in weakness becau se they are coming from “out there.” They’re trying to influence the A→ B→ C. They’ re not moving to the level of cause. This is why the pen is mightier than the sword. When we align with, identify with, or defend the A → B→ C, it becomes obvious that we are exposed. We are vulnerable. We have taken a position; therefore, we invited opposition from the polarized or opposi ng position. What looks like winning could only be a temporary phenomen on with no reality behind it. We read of the merchants who were shot to death by a robber when trying to defend their paltry $56 in their cash register . We feel sorry for them because they clearly did not know what was called for in the situation. They were being foolish rather than brave or courageous. Courage is a more than exhibi ting strength. It’s knowing what to lend your strength to. OceanofPDF .comTHE SUCCESS EXPRESS Now that we know something about the terrain over which we will be | Success Is For You | David R Hawkins | chunk |
your strength to. OceanofPDF .comTHE SUCCESS EXPRESS Now that we know something about the terrain over which we will be traveling, the rules of the road, and something about our destination, which is actual ly our starting point, we’re ready to acid-test this model. Namely , does it work? Well, I’ll tell you, we don’t need an MBA from Harvard to make it work. We just need to follow these nine steps. Step 1: Examine our ABC befor e we do anything at all about the A→ B→ C. Does the origin al founding principle from which we are operating have universal appeal? Could everyone wholeheartedly subscribe if it were known to them? If not, our success is automatically limited from the start. Let’s look at the example of Nazi Germany on an international level, which for a while certainly seem ed to have all the earmarks of a winner . It had assembled the most impressive and powerful military force ever gathered on the planet at the time. Yet it went down the tubes. What was its rallying cry? “Deutschland über alles.” “Germany above all” does not exactly have a universal appeal, does it? We could hardly capture the hearts of Belgians, the French, the English, or anyone else, for that matter . If our start-of f motive is to win a prize, or sell more cars than the other auto dealer in town, or get rich and famous, we can’t even get off the starting line to real success. That we should become rich, famous, and powerful may appeal to us. But what is of interest to other people is what makes them rich, famous, and powerful. If we have a service that will helpothers achieve those goals, then we have one that will have universal appeal. I often wonder why people who come from that position don’t question why the universe would have any particular interest in supporting their | Success Is For You | David R Hawkins | chunk |
appeal. I often wonder why people who come from that position don’t question why the universe would have any particular interest in supporting their winning over someone else’s. The universe has no reason to do that and so it doesn’t. If our goals are egoce ntric, for the good of us only, even with the rationalization that it’s for the wife and kids, we’re on our own. Ambition alone won’ t do it. Everyone wants to be rich and famous; such people are a dime a dozen. If our purpose is to make this a better world to live in for everyone or to increase the safety , joy, and beauty of life, then everyone can subscribe to that. Coming from a universal principle is coming from power . Coming from self-interest is coming from force. We could try to force success, but don’t forget the rule of the universe: Force meets with counterforce. We’re trying to wag the dog from its tail. It’s putting the cart before the horse. It’s confusing cause and effect. We may make considerable money at it for a while, but success is something else altogether . And what we are talking about here is success. When we are truly successful, the world applauds us. It applauds because we demonstrate something that is universal and that they share within themselves. The world always applauds nobility because we are demonstrating and owning what others wish they could find the strength and courage to own within themselves. By this we don’t mean fairy-tale idealism. If we want to provide the best quality for the lowest possible price with the fastest and most efficient service, and improve the quality of life, no one will oppose us. There’ s always room for quality in this world in every area of life. We all need another good accountant, lawyer, doctor , dentist, mechanic, and TV repairman. The world makes room for the best. | Success Is For You | David R Hawkins | chunk |
every area of life. We all need another good accountant, lawyer, doctor , dentist, mechanic, and TV repairman. The world makes room for the best. Step 2: Determ ine if what we want to do is what we enjoy doing. We watch people forcing themselves to go to work in the morning because they have convinced themselves to go into some kind of business, but their heart is not in it. The way to be a success is to do what we like to do, to enjoy what we do, and, therefore, do it to the best of our abilities. That way we won’ t have to push ourselves. I had a patient who was mise rable in his business, although it was successful. He had plenty of money , yet he complained that he’d lost his interest in life. He hated to go to work in the morning. He was irritable withhis kids. He was depressed. He was not receiving any sympathy or support from his friends or family , though, as they all looked at him with envy . He had everything the world could offer—Cadillacs, a fancy house in the suburbs, titles. He was presiden t of the corporation. His income was in the millions. He had a great wife and kids. Still, he was asking himself, “What’ s all this for?” To find out what he really liked to do, I asked him what his hobby was. He had a little workshop in his house, and he said, “Doc, this will sound crazy to you, but I love to make dollhouses.” He made dollhouses for his own children and for his nieces , nephews, and cousins. I asked him, “Did you ever sell any dollhouses?” He said, “Oh, I never thought of that. I put so much time and effort in them that I could never make money selling them.” I said, “Well, for fun, why don’t you take the one you’re working on | Success Is For You | David R Hawkins | chunk |
so much time and effort in them that I could never make money selling them.” I said, “Well, for fun, why don’t you take the one you’re working on now, figure out a price that would be profitable, put a price tag on it, put it on consignment in any store that will allow it, but not in a toy store where it will get lost and not be seen among the overwhelming assortm ent of other merchandise.” He did. He knew someone who owned a hardware store, who displayed the dollhouse and used it to help sell stair treads (there was a little staircase in the dollhouse). The dollhouse sold in short order . The next one he made he put as display only and took orders. Pretty soon he had to farm out some of the work. He had other people and other workshops making the various parts, cutting them out on their skill saws. He had to hire someone else to collect all of these individual items and assemble them. Next thing you know he was in the dollhouse business, selling them as fast as he could make them. This man turned out the best-lo oking dollhouses ever seen. They were adorable, irresistible, quaint, and charming, and children absolutely loved them. That’ s where he was coming from when he said, “I want to bring joy to the hearts of children.” That’ s a universal principle with which hardly anybody can argue: to bring joy to the hearts of children. One of the tests of the universal principle is whether it appeals to the heart. If our product or service appeals only to the head, it will have a limited success. This isn’t to say that it won’ t make money— it may be quite profitable—but the great successes in the world are those things that change people’ s lives. Step 3: Find out if what we want to do is actually needed by anyone. | Success Is For You | David R Hawkins | chunk |
successes in the world are those things that change people’ s lives. Step 3: Find out if what we want to do is actually needed by anyone. Is it truly a service to the world? The reason this step is important isbecause we want to make sure that what we’re going to throw ourselves into is not just a pet project or personal preference. Raspberry vinaigrette salad dressing may be someone’ s idea of “haute cuisine,” but that opinion is not likely going to be shared by many in the populace who may come in to the restaurant once or twice out of curiosity . We will notice that, as a consequence, such a business may become primarily tourist oriented and not appeal to locals because the demand is limited. It doesn’ t serve any particular need, other than the idea of being cutesy , unique, or dif ferent. Step 4: Check out all the sensory modes and cover the ones that are foreign to our own personality by consulting with people who are experts in that area. What do I mean by this? The research of neuro- linguistic programming (NLP) has demonstrated that people process their experiences of life primarily through one sensory mode or another: Some people are primarily auditory . Some are visual. Some are feeling people. Of course smell and tactile senses are also important. I knew of a restaurant in town that was very, very pretty . The woman who ran it was obviously a visual person and had done a stunning job. When people looked at it, they saw that it was gorgeous. She also did a great job on the food and the price. But the acoustics were abominable. People could hardly hear themselves think. The music was horrible. It was too loud, inappropriate in style, and without a single break. Evidently , it’s what she liked; however , it turned every one else off from the place. People went there for the good part and put up with the downside. But who needs the downside? | Success Is For You | David R Hawkins | chunk |
liked; however , it turned every one else off from the place. People went there for the good part and put up with the downside. But who needs the downside? If we’re the opposite, if we are people who don’t care so much about how the thing looks as long as it feels right, we better call in some people who are primarily visual and ask how it looks to them. We can tell how people process informa tion by their language. People who say, “I see what you mean. Do you see what I’m saying? How does this look to you? Let’s run it up the flagpole and salute it,” are probably visual processors. People who say, “That doesn’ t feel too good to me. That doesn’ t feel right,” are obviously feeling people. Audi tory people will say, “That doesn’ t sound right to me.” We get cues; being aware of them will make the processing style apparent to us. We need to make sure that the areas that are not our forte are covered. It doesn’ t take long—half an hour or an hour at the most with someone who isan expert in the field is enough to convey the idea. I watched one restaurant grow from failure to success primarily by changing the music in the background from loud funky country to soft baroque. The soft baroque brought in high-paying custome rs and a classy crowd. The other music had kept customers away , even though the place had mesquite-broiled steaks. People want to relax at dinne r. They want to have tablecloths, cloth napkins, approp riate music, and the right lighting. Bright fluore scent lights and primary colors may be great for a breakfast diner , but they will kill dinner business. I wonder why that’s not obvious to people. What lady’ s makeup looks good in glaring fluorescent light? Although the fast-food | Success Is For You | David R Hawkins | chunk |
dinner business. I wonder why that’s not obvious to people. What lady’ s makeup looks good in glaring fluorescent light? Although the fast-food chains would seem to belie it, people really want dignity in their lives. They will reward us and appreciate us for supplying it or providing the means of achieving it. Presentation is very important to a lot of people. It may not be to us; however , for many people it makes all the difference. Again, going back to the restaurant business as an example, the most successful restaurant in town for dinner used a large plate. They put on lots and lots of vegetables, lots of potatoes, and lots of garnish. For the same price as a similar restaurant in town, it looked like you were getting a huge amount of food and likely more than you could eat. The other restaurant used the same size plates as they did at lunch. There was a tiny sprig of parsley , a slice of radish, and a begrudging little slice of tomato. When you’d look at what was practically the same dinner , you’d doubt that there was going to be enough there to satisfy your appetite. As a consequence, one restaurant seemed overpric ed and the other seemed underpriced. I’m sure that the cost to the successful restaurant was only a few cents. Whatever we present, we must make sure that it’s presented in the best possible style with regard to all the sensory modalities, and that it pleases as many of them as we possibly can. It’s worth the extra trouble. Aside from the aforementioned sensory modalities, a high percentage of the populace rank comfort very high on their lists. When we go to the neare st Walmart, one of the most successful enterprises in America, we’ll notice not only that it is a success because it pushes good quality at a low price, availability , and convenience, but the restrooms are available near the entrance. There is a | Success Is For You | David R Hawkins | chunk |
it is a success because it pushes good quality at a low price, availability , and convenience, but the restrooms are available near the entrance. There is a greeter by the door who smiles at customers and asks if she can be of any help. There is a place to sit down, order a snack at a table, and rest one’s weary feet.I have walked out of countless stores for the simple reason that they did not have a chair where I could sit down. Many people think things over and make up their minds only when they’re sitting down. In a men’ s store, for instance, the man will shop around, look at various suits, and compare prices in his mind. If you were to watch him in the store, you might wond er, What is he looking for here? He’s looking for a place to sit down and think it over. He has to decide. If there isn’t a place for him to sit down , the sales clerk cannot close the sale. The customer ’s unable to reach a conclusi on under the surroundings in that store. Add to that some hard rock music in the backgro und to throw his brain out of balance, and the result is that he stammers out to the clerk, “I’ll think about it. I’ll be back later .” And he leaves the store. In depar tment stores where we see endless couples, it’s obviou s that the price of the purchase is going to come from the main breadwinner of the family . Despite today’ s world of higher female employment, this may still be the man’ s earnings. While the woman of the house is shopping for housewares or clothes for the kids, what is there left for the man to do other than checking out the tool coun ter? There’ s no place to just plain sit down in a corner , read a magazine, or go to the restroom. | Success Is For You | David R Hawkins | chunk |
than checking out the tool coun ter? There’ s no place to just plain sit down in a corner , read a magazine, or go to the restroom. He starts jerking at her arm, “Come on, Lorraine, let’s go.” She tells her friends, “Oh, Geor ge is so impatient.” Geor ge is not impatient. His varicose veins are bothering him. His feet hurt. He’s got a problem with his knees. He’s got to go to the bathroom. He needs a cup of coffee. He wants a chance to think about it. He wants a place to get away from all the music and confusion. He’s told there’ s no place to sit. There’ s no place to have a cup of coffee, and the men’ s room is always on the sixth floor in the rear next to tapestries. The men who control big bucks are typically middle-aged men. Taking the elevator or five escalators up to the sixth floor when they already have prostate trouble is sure to chase them out of the store in a hurry . The fact that some businesses survive despite the fact that they violate all the rules doesn’ t prove anything at all—people go there becaus e they have to go there. Customers hate being forced into boredom and discomfort, and they resent the lack of convenience. How important is the restroom? Plenty . There was a small health-food store on Long Island that became a great success, to everyone’ s amazeme nt. The secret of the owner ’s success was one simple thing : She enlar ged the ladies’ room. In it she provided a semi-enclosed comfortable area with carpet and a shelf with a rail around it so that mothers could change their babies’ diapers. Soon all the mothers around heard about this place and went shopping there because the place “cares about mothers.” They paid $3 for a box of organic oatmeal that they | Success Is For You | David R Hawkins | chunk |
around heard about this place and went shopping there because the place “cares about mothers.” They paid $3 for a box of organic oatmeal that they could have gotten for roughly a third of the price at the super market, and they were happy to do it. The only thing that the store did differently was exhibit genuine thoughtfulness and care. There was a small play area for the older kids with various toys in it. If kids are bored, they’ll pull at their mothers’ clothes and whine, “Let’s go, Mom, I’m bored.” She’ll then skip a couple of purchases she otherwise would have made . Provision for comfort is, there fore, a part of being heart-hearted. Step 5: To check out if we are coming from ABC rather than A→ B→ C, we need to ask ourselves how much of our success is going to come from attraction and how much is going to come from promotion. Keep in mind that promotion with aggressive, forceful, outgoing marketing and sales pitches is all very outer directed and costs money , takes time and energy, and is expensive. It is not that those strategies don’t bring results, but the cost of them has to be taken into account. Attraction, on the other hand, takes no time, energy, effort, or money . It is not in the world of A→ B→ C; rather , it is in the world of ABC. What in the promotion of our product, business, idea, or profession is going to have pulling power and win for us ef fortlessly by the sheer power of attraction? Promotion is coming from force. The rule of the universe is that force meets with counterforce. Persuasion meets with sales resistance. Repetition leads to boredom . The more money we spend on promotion, the more we’re going to have to raise our price. Hence, we eventually create a price- resistance ceilin g and narrow the gap between our product and that of our | Success Is For You | David R Hawkins | chunk |
going to have to raise our price. Hence, we eventually create a price- resistance ceilin g and narrow the gap between our product and that of our competitor . What attracts, promotes, and builds our success without any time, energy, or effort? Our reputation. Not a fake image that we hire some marketing company to fabricate, but the genuineness of our endeavor , which shines forth and is evident to everyone in everything we do. The ABC that we hold in mind is the magnet that has the pulling power . It doesn’ t cost us anything. If we have a good reputation in the industry , headhunters will come looking for us to pave our way for better of fers.Did it ever dawn on us that the top-notch experts in the world never advertise? As a matter of fact, their telephone numbers are not even listed in any directory . They’re already loaded to the gills with clients, prospects, customers, patie nts, board members, honors, and titles. They need more business like a hole in the head. I know what I’m talking about here. Not only among people I’ve counseled and patients I’ve treated in the business for which I’ve been a consultant, but in my own personal life, I’ve made many milli ons without ever spending one nickel on advertising or promotion or self-a dvancement in any way whatsoever . If we’re doing a good job, people will search us out. That doesn’t mean we shouldn’ t let them know that we’re there and what service we have available, what our specials are this week, and what our hours are—but to depend on promotion is imbalanced. It’s an old axiom in business that a satisfied customer is our best advertisement. Everyone says, “Yes, I know that,” and then proceeds to ignore it. A good rule of thumb is to ask ourselves whether the temptation to take a | Success Is For You | David R Hawkins | chunk |
“Yes, I know that,” and then proceeds to ignore it. A good rule of thumb is to ask ourselves whether the temptation to take a certain shortcut is worth the risk of ruining our business. Let’s take a little seemingly unimportant cutting-the-corner example of yesterday’ s doughnuts. At the close of the day we still have a dozen and a half doughnuts; the next day we put them in the glass case along with today’ s doughnuts. If instead we had said, “yesterday’ s doughnuts,” with a sign that cut the price, we would sell them all and not take any risk to our business if the doug hnuts weren’ t complete ly up to snuff. The customer wouldn’ t have any complaints because they were plainly marked “yesterday’ s doughnuts.” If we put them in the showcase and sell them as today’ s doughnuts, we may make an extra dollar . But when the customer complains to the family , “Hmm . . . there’ s someth ing about these doughnuts. They’re a disappointment. They’re not the same as usual,” we’ll have ruined our reputation with one family . And that family has friends and relatives. We must never take a shortcut that is going to impair our reputa tion. One way to ensure this is to always give our customers greater credit than we’re willing to allow them ordinaril y. If we assume that our customers know what’ s going on, then we’ll be right. People “just know ,” even though they can’t say what it is. For example, I use to sell eggs. Not a lot; it was a small number . Even so, if I missed collecting an egg in the chicken coop and didn’ t discover it until | Success Is For You | David R Hawkins | chunk |
For example, I use to sell eggs. Not a lot; it was a small number . Even so, if I missed collecting an egg in the chicken coop and didn’ t discover it until the next day, I never put it in the box with the other eggs. I set it aside in therefrigerator for myself. I knew that I could leave an egg in the chicken coop for a couple of days and it won’t make any difference to its freshness. But the fact that it missed one day of refrigeration made a dif ference. When we cut corners, everyone knows. They don’t know how they know , but they know . Very often they’re dead right. Now , I’m sure I could have gotten away for a short time putting older eggs in with the fresher ones. And then one day at breakfast some mother would be saying to her family , “I don’t know; these Happy Chicken Eggery eggs somehow don’t taste the same as they used to taste.” Making an extra nickel is not worth losing a good customer . Rationalizing and departing from quality originates from force in such quotes as, “What they don’t know won’ t hurt them.” That’ s true. What they don’t know won’t hurt them—but it sure will hurt us. They won’ t know it consciously; however , as I mentioned before, they do know it unconsciously . There are lots of businesses that we won’ t deal with anymore. If asked why, we really wouldn’ t know the answer , other than it doesn’ t appeal to us anymore. “I don’t know ,” we’d say, “I just never think of going there.” Research is part of what we must use to uncover or discover exactly what about the business was of such a nature that our minds refused to even consider . Step 6: Keep in mind that one of the greatest ingredients of success is | Success Is For You | David R Hawkins | chunk |
about the business was of such a nature that our minds refused to even consider . Step 6: Keep in mind that one of the greatest ingredients of success is people knowin g that they can count on us in various ways. Such a simple thing as changing hours can lose all kinds of customers. I had a favorite little restaurant in town that I used to eat breakfast at several times a week. I also went every Thursday night for dinner because they had chicken and dumplings—it was all-you-can-eat for a reasonable price. The first crime they committed was when they stopped having chicken and dumplings. I resented it, so I quit going there on Thursday nights. The next crime they comm itted was when I went there on another evening for dinner , and there was a sign on the door that said: CLOSED AT 3 P.M. DURING JULY FOR SUMMER HOURS. “Well, the heck with it,” I said. I didn’ t go back to that restaurant again until fall. I remember specifically , I went on a Tuesday night (notice how customers remember all the seemingly “trivial” details) only to find out that they were now closed on Tuesdays. I never went back again.It’s important to avoid all those little turnof fs—the answering machine that doesn’ t work, the impolite receptionist, the dirty carpet in the restaurant —and ask how available we are to provide what is needed in the world. I’ve seen so many businesses fold that are open weekdays only and close at 5 P.M. As everyone who has jobs and money works from nine until five, to whom do they expect to sell? Vacationers? Pensioners? That hoped-for customer of a bygone era? The unemployed? I used to counsel a lot of young doctors going into practice who came for advice on how to get established. I always told them, “Start by charging fees that people can afford and be available evenings and Saturdays.” | Success Is For You | David R Hawkins | chunk |
young doctors going into practice who came for advice on how to get established. I always told them, “Start by charging fees that people can afford and be available evenings and Saturdays.” How much is convenience worth to people? The answer is: plenty . The success of the whole convenience-store phenomenon is proof of that. People flock in and pay 25, 50, or even 100 percent more for the same item —they are willing to pay for convenience. Long lines at the checkout counter are the fastest way in today’ s world to ruin a business. How much do these clerks make an hour anyway? The cash registers are sitting there with a sign that says: THIS COUNTER CLOSED , and the irate and annoyed customers are leaving by the droves. Who cares if it’s cheaper if we have to wait 25 minutes in the checkout line? It takes time to cash a check in the store by the time we show a driver ’s license, an ID card, a bank card, give a phone number , and fish out a discount card. In the meantime ten cash customers are standing in line. The simple expedient of providing a separate line for people with check-cashing problems would be useful. If the airlines would do that with problem passengers too, it would be helpful to everyone. If one wants to change a ticket, there should be a counter that says: TICKET CHANGES . How often have we stood in line with 20 other passengers, while one person who has a big problem blocks the whole line as the clock ticks closer and closer to departure time? Ignoring customers’ comfort and convenience is very costly . The fact that these places are still in business or already making a million doesn’ t mean anything. It isn’t the money they’re making that’s impressive. It’s the money they’re not making that matters. A well-established career or business of integrity automatically expands | Success Is For You | David R Hawkins | chunk |
money they’re making that’s impressive. It’s the money they’re not making that matters. A well-established career or business of integrity automatically expands and increases by the sheer quality of its own excellence and nothing else. If that’s not happening in our lives, then it’s time to examine the ABC instead of the A→ B→ C.How many times do we become irate at the product and say to ourselves, “Whoever manufactured this should be forced to open it, wear it, or use it”? We get that little package home and then attempt to open it—we tear at it or rip at it, to no avail. Doesn’ t that manufacturer think that anybo dy opens or uses this product? We go to hang a coat on the hanger and it falls off onto the ground because the wire is so thin and soft. Or we use a flyswatter and the handle bends on the first swat. Step 7: Remember that we only have one customer . We can’t make a mistake if we keep in mind the basic rule that we have only one customer to serve and please , and that one customer ’s name is human nature. No matter who they may be on the outside , it’s the same customer inside of everyone. It’s easy to understand our customer—all we have to do is ask what qualities we ourselves look for in a product. Notice that the word is qualities. It is that for which we always look. No price will sell it to us if it doesn’ t have the qualities that we’re looking for . In this area we have to watch our minds’ tendency to pander to the weakness in people’ s character . If we cater to it, we may make a profit and even survive quite well; however , we will never be a success. To not collude with that which is distasteful or corrupt is not being a Goody Two- | Success Is For You | David R Hawkins | chunk |
even survive quite well; however , we will never be a success. To not collude with that which is distasteful or corrupt is not being a Goody Two- shoes; it’s being realistic. Can we fool the universe? The answer that we get from the science of kinesiology is no. Even if people have no conscious knowledge of the facts, when we test complete strangers with no knowledge at all on the subject, we find that if they focus on something where integrity is absent, they will grow weak when a muscle is tested. The muscle testing response is a simple “yes” or “not yes” (no) in response to a specific stimulus. It is usually done by the subject holding out an extended arm and the tester pressing down on the wrist of the extended arm, using two fingers and light pressure. The tester holds in mind an image unknown to the test subject and states, “The image I am holding in mind is positive [or true].” Upon direction, the test subject then resists the downward press ure on the wrist. If the tester holds a positive image (such as of Jesus Christ, Mother Teresa, Abraham Lincoln, and the like), the test subject’ s arm muscle will go strong. If the tester holds a false statement or a negative image in mind (such as of Osama bin Laden, Adolf Hitler , and so on), the arm will go weak. Inasm uch as the test subject does not know what the tester has in mind, the results are not influenced by perso nal beliefs.(For a thorough explanation of this process, please see any of my books, such as Letting Go or Power vs. For ce.) Again, everything in the universe is connected with everything else. When we first get that, we will be a little paranoid for a while, but it will be a therapeutic paranoia. I’m sure if someone manufactured a “disembowelment doll,” there would be plenty of strange people out there | Success Is For You | David R Hawkins | chunk |
a therapeutic paranoia. I’m sure if someone manufactured a “disembowelment doll,” there would be plenty of strange people out there who would buy it, complete with hari-kari knife, lifelike guts, electronic scream, and plastic blood ooze. Someone would also profit from it. This world has no end of terrible markets—I’m sure one could sell suicide kits complete with potassium cyanide, arsenic, sleeping pills, a pre-knotted rope, and a shotgun that fires only once. The costs to the pand erer to such tastes, however , are enormous. They would be invisible to them selves, but quite visible to everyone else. What I’ve been describing is not human nature, but inhuman nature. We become contaminated by that which we touch. We fool ourselves if we think that we can cater to that which is weak without becoming weakened ourselves. Seeing what a thing really is requires examination not from a cross-sectional perspective but longitudinally . What is the cost over a period of time? In cross section, those who are violating human decency and seem to be profiting from it may look good for the moment. Yet when we study their lives in detail longitudinally , the devastation is staggering to comprehend. Do we conquer a thing by opposing it? No. The way we conquer it is to grow and move away from it. When it becomes clear that something in our lives is antilife, immature, or superficial, it’s really disguised vanity . When we disco ver that there’ s no love or goodwill in it, should we feel guilty about it, punish ourselves, or become reformers? No. The resolution is maturity and wisdom. As we become more conscious and aware, killing ducks won’ t appeal to us anymore; we’ll switch to skeet. We’ll remember that birds that fly in the air in a V formation and quack are trying to make it | Success Is For You | David R Hawkins | chunk |
ducks won’ t appeal to us anymore; we’ll switch to skeet. We’ll remember that birds that fly in the air in a V formation and quack are trying to make it south so that they can survive and raise a new flock for next year . I thought I’d mention “squirrel season” in passing here as well. One time I was up in a small town not far from where I live. I said to a local shopkeeper , “Where is everyone?” “Well,” he said, “squirrel season opens today .” I’d never heard of squirrel season and about dropped my teeth. Apparently , the story here is that all those he-men had run out of stuff to kill. I guess they shot up all the bears,mountain lions, elk, moose, buffalo, deer, sheep, javelina, porcupines, beavers, foxes, mustangs, swan s, ducks, pigeons, doves, and anything else that moved. Now they were down to the squirrels. When I thought of what a high-powered rifle or shotgun could do to a squirrel, it blew me away . The sheer grotesqueness of it all grabbed me like gallows humor . Picture this little squirrel sitting up on a limb of a tree, chewing away on an acorn in its little paws, and here comes Mr. Macho Hunter . He’s probably suffering from some neurotic problem that would drive him to blast away at this little bit of fur up there, all aquiver with fear and excitement. Having killed all the eagles, hawks, osprey , whistling swans, and raccoons, these people are down to slaughtering itty-bitty squirrels? Can anyone believe it? Once the squirrels are all blasted away and have gone the way of the other game , I guess it will be chipmunk season. After those tiny pieces of fur get hit by those high-powered rifles, what is there left but a splatte r? There isn’t even a trophy to take home and mount on the | Success Is For You | David R Hawkins | chunk |
those tiny pieces of fur get hit by those high-powered rifles, what is there left but a splatte r? There isn’t even a trophy to take home and mount on the den wall. Can you imagine a mounted squirrel’ s head on the wall? “Yep, blew that one away in Montana. It gave me quite a run there for a while.” If people like to hunt I guess there’ s nothing wrong with that, as long as they know what to hunt. Ther e are countless coral and rattlesnakes out there; India is full of cobras that kill many people every year. There are all kinds of scorpio ns that will kill people. There are black mamba s and black widow spiders. Cities are full of rats, which carry fleas that carry the plague. I said to one of these hunters one day, something along the lines of, “Why don’t you go out there and turn over that old lumber and those rocks and kill the scorpions out there?” He was scared to death—killing scorpions would take courage. I don’t know how much courage it takes to kill a squirrel, but it can’ t really be much. What is the cost to the person who takes life willfully for a momentary thrill? In the long-term cases I’ve studied, the cost to the person is enormous. The price is really devastating to them. None of these people have any real personal power or magnetism. They don’t have the power to transform the situation simply by being who they are. People who are coming from power have the capacity to transform the situation merely by their presence. It’s just the fact that they are there, that they are part of it that makes all the dif ference. When we’ve owned power , it’s not what we have and it’s not what we do | Success Is For You | David R Hawkins | chunk |
that makes all the dif ference. When we’ve owned power , it’s not what we have and it’s not what we do that counts. It’s who we are. It’s what we become. Power is greatness.Greatness is stature. Stature is presence. Presence comes from the ABC that we own within ourselves. It can’t be purchased. It can’t even be earned. The world acknowledges its presence just because it “is.” Step 8: Decide on what qualit y we intend to serve in others, and be careful. What we serve in others is exactly what we will bring out in ourselves. I’ve already given quite a few examples of this, but let’s go into it in greater detail. We pull to us that which we serve, and it is impossible to serve two masters. We cannot become strong by catering to human weakness. We become strong by supporting strength. We become dynami c when we support the aliveness of others. We become great when we support the greatness of others. We become beautiful when we support the beauty of life. If we are truly coming from the heart, we don’t have to worry about success. The world will love us, be loyal to us, support us, and forgive us all kinds of mistakes. If we treat all of our customers like royalty , surprisingly we will find ourselves living a rather royal life. As we support all of the human qualities that were mentioned: greatness, valor , courage, beauty , truth, honesty , integrity , good health, education, and the like, we will bring forth the same qualities in ourselves. The converse is also true. Few people realize it, but who we are inspires others. For exam ple, I don’t remember now a single present that anybody in the family gave me as a child. I remember opening presents every Christmas and birthday , but strangely I don’t remember any “thing” that they gave me. | Success Is For You | David R Hawkins | chunk |
family gave me as a child. I remember opening presents every Christmas and birthday , but strangely I don’t remember any “thing” that they gave me. I remember that I adored my grandparents for who they were to me, not what they did for me. In other words, it wasn’ t my grandfather taking me fishing that was important—it was his lovingness in taking me fishing and probably taking me around to show me off to his friends. What I remember was his pride in me. It is now quoted widely and said sadly that the problem with our current world is that it lacks heroes. Yet heroes are not missing. Rather , what is absent is the capacity to see the heroes that are all over the place. The inability to see them is because people have confused hero with heroics or that which is impressive. There are heroes everywhere. There is greatness to be seen. We just need to know where to find it. To demo nstrate this, let’s look at one of the personages of greatness of our own time. Mother Teresa was one of the all-time success stories: Herewas a little 90-pound lady who spent no money on advertisement, market strategies, or promotion; had no sales crew , no Madison Avenue image makers, and no speechwriters; yet she had more power in one finger than anyone can even imagine. All she had to do was wiggle her little finger and she raised millions. Throngs followed her. People would travel thousands of miles to stand in the sun or rain for hours, on tired and aching feet, to catch a glimpse of her . What was this lady’ s magic? Was it because she was a celebrity? Well, that’s the A→ B→ C of it all. No. People hoped for a glimpse of her so that they could experience her ABC . What they wanted to experience was her “presence.” Not a bit of advertising, marketing, or image making, and yet | Success Is For You | David R Hawkins | chunk |
they could experience her ABC . What they wanted to experience was her “presence.” Not a bit of advertising, marketing, or image making, and yet endless books have been writte n about her. She had millions of followers. She was a winner of the Nobel Prize. She was internationally acclaimed as one of the greats of our time. From where did the greatness and power arise in Mother Teresa? They arose because she addressed the loftiness and the most noble and great qualities within human nature: unconditional love and nonjudgmental compassion. She exhibited the heart of all hearts, although small, wizened, and hunched over, with no money or position of her own. There was a long waiting list to join her. As a matter of fact, people had to go through an eight-year period of trial, tests, and hard work in service to see if they even qualified to join her or ganization. The lady really had to have something, didn’ t she? Obviously , she was on the level of a master . She had outclassed everyone. So by what virtue did that happen? By charity? There are a lot of people in the world who are charitable, and there are plenty of charities. By dogooderism? No. There are lots of professi onal do-gooder s. They don’t win Nobel Prizes. By her kindness? No. There are many kind people in the world. Why did she stand head and shoulders above them all? It was because her alignment, commitment, dedication, and personal sacrifices reached a level that can only be described as devotion. When one dedicates one’s life to the carrying out of the principle of universal truth, that person becomes magnetic. They develop the power of attraction. What they have and what they do are secondary to what they are. There are kings of the world and there are king-makers. We know it’s a | Success Is For You | David R Hawkins | chunk |
attraction. What they have and what they do are secondary to what they are. There are kings of the world and there are king-makers. We know it’s a truism that the most successful people don’t even strive for success. Theystrive for some other quality altogether . It is that quality , which the world acknowledges and brings them, that we term success. What was it that Mother Teresa acknowledged in others, and by so doing magnificently brought forth for all of us to see in her? When she ministered to the poor and the sick and the dying in the streets of Calcutta, was she trying to save them from death? Was she trying to raise funds for the poor? No. What she ministered to and acknowledged was the intrin sic truth of human dignity , worth, value, nobility , and greatness. Those qualities are intrinsic in every human being, no matter how abysmal their external life situation may seem to be. Mother Teresa acknowledged for them that which they had not acknowledged in themselves. Consequently , she acted like a mirror to them. By looking at her, they saw back the reflection of that which they had denied—the grandeur of the existence of their own beingness. Even the lowliest of the low deserve the respect of the recognition of the intrinsic dignity of just being human. Sharing the human experienc e is trans- formative. Having seen this within themselves, having witnessed it, and having known the truth of it by seeing its reflection in her eyes, they died with a smile on their faces in a state of beatitude. That’ s power. That’ s impressive. That’ s awesome. If we look back we’ll see that many times we went to a party or an event because a certain person was going to be there. Notice that the reason we went is because that person was going to just “be” there—not to give anything away , not to do anything, just be there. We want to meet such | Success Is For You | David R Hawkins | chunk |
went is because that person was going to just “be” there—not to give anything away , not to do anything, just be there. We want to meet such people because they have some quality that we hope to acquire. As we become a true success, people will want us to be at their parties; it will make a difference to the event because we will be there. After a while people want us to be on their board of directors. They want us to be on their letterhead. They want us to be on their committees. They want us to be a member of their organizations. They want us to write a forewo rd for their books. They want a blurb for the jacket. They want our autographs. They want people to take their picture standing next to us. Success may or may not bring celebrity status. It depends on the arena of the venture and our choices about the matter . Regardless of what the world reflects back, our success will always remain an inner matte r, which is experienced solely within us. The best the world can do, really , is to celebrate it.Step 9: Never forget that the way to be a success is by sharing it with others. By not sharing our success with others, we deprive them of their motivation to support our success. If by acknowledgment we give recognition to the importance of the part they’ve played in our success, they will all join us in supporting and celebrating it. The way to make a lifelong enemy is to have someone contribute to our lives and refuse to acknowledge it. So many people do this with their spouses and fail to acknowledge the part that their inspiration played in the achie ving of that success. Businesses are often problematic because the owners refuse to share their success with the employees, much less with the customers in any way. The employees are on an hourly wage, mostly hired locally by an impersonal | Success Is For You | David R Hawkins | chunk |
Businesses are often problematic because the owners refuse to share their success with the employees, much less with the customers in any way. The employees are on an hourly wage, mostly hired locally by an impersonal distant corporation. It sure feels like that when we go there. They couldn’ t care less. They’ re going to make the same amount of money whether they knock their brains out or not, and they know it. The motivatio n has been zeroed out. The basis for huma n endeavor has been removed. They have been denied dignity and worth as individuals. Such businesses have gotten what they paid for, which is nothing. They got mechanical, emotionless, going-through-the-motions employees. Mechanical food is served by mechanical peop le in mechanical surroundings in a lackluster manner for a price. Although it is supposedly cheap, it is really very expensive when we compare what we get for our dollars. The efficiency experts and computers have really had their day, successfully dehumanizing the whole experience. The level of economy in such establishme nts reaches the chintzy , to the point that we have to ask for a plastic spoon from behind the counter . The employee turnover rate is very high—every time we go there, new faces are behind the counter . What is the cost of all this chintzy economy? It is staggering to calculate. By contrast, when I went into Bashas’ supermarket I saw the same smiling employ ees, year after year. And up over the manage r’s counter , there was an award plaque. Surprisingly , what did the award plaque say? It was the annual award to the “friendliest employee.” The award did not go to the employee with the biggest sales, but to the friendliest . Isn’t that amazing? I looked at the store manager as I asked for a refund to return some merchandise. He was as friendly as could be. He gave me my money on the | Success Is For You | David R Hawkins | chunk |
amazing? I looked at the store manager as I asked for a refund to return some merchandise. He was as friendly as could be. He gave me my money on the spot, no questions asked. I offered to put the merchandise back on the shelf,and he said, “No, no, I’ll do it.” I looked at the cashiers and they all looked friendly . They were friendly year after year. Then I began to look at the customers at the checkout count ers, and there I saw the most amazing thing. They seemed to be the friendliest customers in the world. The manager was friendly; the employees were friendly; the cashiers were friendly; and presto, friendly customers. Customers were smiling and laughing with the cashiers. Sitting in the front of the market at little tables chatting away were older people, having their afternoon club meeting there, and they were obviously friendly too. Some people will go to a city like New York and complain about how terrible it was, how rude every one was, how unfriendly and cold people were, and how they couldn’ t wait to get out of there. Other people will say that it’s the friendliest town they ever visited. Which is true? I always thought that New York City was like a big small town, in that every neighborhood is like a dif ferent little community . People love it when we’re friendly with them, instantly sensing our intentions. How could a person possibly be lonely if they’re friendly? If we talk to every cab driver , waitress, and person we encounter on the street, no matter where we go, as though they were old friends, how could we be lonely? In the big city they don’t delay their responses. They have too much street savvy . In the press of the multitudes they have no time to waste with pretense. Conse quently , there’ s no time delay and people are instantly friendly . | Success Is For You | David R Hawkins | chunk |
street savvy . In the press of the multitudes they have no time to waste with pretense. Conse quently , there’ s no time delay and people are instantly friendly . People are sick and tired of being manipulated, pressured, sold, used in a thousand ways, and having others try to impress them. When they sense our motives—a non-needy friendliness that doesn’ t want anything from them— they’re so reliev ed that they drop their guard and instantly start to jabber . The problem isn’t loneliness; the problem is getting people to be quiet. People are just dying for someo ne to be truly friendly with them. When I was a kid, one of my grandmothers always used to say, “Beauty is as beauty does.” What she meant by that mystified me for years, and then I understood exactly what she meant. How long does it take to become a success? The answer is: the blink of an eye. It takes exactly one second. The second we decide to “be” a certain way, we’ve got it already . It’s not “out there.” It’s not what we have. It’s not even what we do. Doing only contributes and having only embellishes. It’s what we are that creates success. To decide to be a certain way is all that’srequired. No master ’s degree, diplomas, correspondence courses, boring lectures, or workshops are necessary . Once we’ve decided to be a certain way, we take on a new importance and significance to people. Whether we’re in their lives or not makes a difference to them. Whether we’re going to be at their parties or not makes a difference to them. People are proud to work for us. They start to act like it’s an honor to know us. Positive human qualities are contagi ous. People are like tuning forks in a way—the natural human tendency is like a tuning | Success Is For You | David R Hawkins | chunk |
it’s an honor to know us. Positive human qualities are contagi ous. People are like tuning forks in a way—the natural human tendency is like a tuning fork to sympathetically pick up the hum of whatever note to which we vibrate. OceanofPDF .comWHEN YOU GOTTA GO, YOU GOTTA GO . . . If we get the primary concept of this chapter , our basic success in this world is guarant eed, let me assure you. As I keep repeating over and over, there is no competition. Com petition doesn’ t even exist in the world of the very successful. On the level of incompetence, ineptitude, mediocrity , and total sloppiness, however , there is enormous competition. What most people are talking about when they talk about competition is the whole realm of the absurd. There are two basic characteristics of human nature, which we can turn into assets instead of liabilities: impatience and low frustration threshold. We can count on these to work for us once we include them in our understanding of how to effectively operate in this world. Yet for most businesses, these are big obstacles—they are some of their biggest excuses to blame the customers or clients instead of their own inadequacy . We’ll look at a few examples, prima rily to bring similar experiences up in our minds so that we can understand the importance of this issue. On any given day the following scenario can take place a dozen times or more in our lives either at home or in business: We call a company and are put on hold (why don’t they have a spillover line?). The incompetent operator , who is probably earning minimum wage, manages to disconnect us. We have to call back until we finally get properly connected. By now we’re aggravated as we sit and wait. The person with whom we finally connect knows practically nothing about the business. Many companies feel | Success Is For You | David R Hawkins | chunk |
we’re aggravated as we sit and wait. The person with whom we finally connect knows practically nothing about the business. Many companies feel that an operator is just an operator . They don’t realize that the operator isthe key to their success—that person’ s whole attitude spells success or failure. After ordering the merchandise with our credit card hotly in hand, they inform us they don’t take that particular credit card. Whatever we want is out of stock or has been back-ordered. Next, they give us a hard time about paying for it. If it’s a small item and we would like it shipped UPS with the bill enclosed, they inform us that we have to apply for credit. Now inasmuch as this is a little fly-by-night company and we’ve been worth quite a bit in the business world for something like 40 or 50 years, it seems like they should have their own access to credit bureaus, and without saying anything—simply bring up on the computer whether we’re good for it or not. Apparently they want to save the cost of this credit service. By offending customers they lose more money than if they were paying a monthly service for automatic computerized credit checks. After we get over these hurdles, we now wait for the merchandise or the service, as there’ s no confirmati on provided. When the merchandise doesn’ t arrive, no explan ation is given. Instead, there are days or weeks of silence. If it involves a workman, it is apparently a rule of their trade to tell us that they will be there on Tuesday , finish up on Wednesday , and then not show up until the next week, if at all. Or they mysteriously leave in the middle of the job without telling us when they will be back. This standard must be the rule of many workmen: to leave the job when it is 95 percent complete so that we go crazy trying to handle the last 5 percent ourselves. A missing nut, | Success Is For You | David R Hawkins | chunk |
rule of many workmen: to leave the job when it is 95 percent complete so that we go crazy trying to handle the last 5 percent ourselves. A missing nut, bolt, screw , key, a touchup of just the right color , or whatever it takes to “finish” the job is left undone. The failure in completion manages to aggravate the customers and causes them to either consciously or unconsciously delay paying the final bill. If it’s a restaura nt, the menu is old and somewhat stained; it’s the same menu they’ve had for years. It’s as though they’ve never learned to cook anything else in the meantim e. Everyone is interested in their own convenience instead of ours. To make this understanding of the principle work for us, hold in mind a customer who has to go to the bathroom. Picture what it would be like to call our company , business, or office, or to apply for our services or product. Picture that the custome r on the other end of the line has to go bad: They do not want to be put on hold and wait. They do not want to be disconnected. They do not want to talk to someone who doesn’ t knowanything about the company or the product. They do not want to walk into a store and ask about merchandise and have the clerk act as though they’ve never heard of it. They do not want to be interrupted when they are right in the middle of arranging a purchase. They do not want the empl oyee to take a phone call or disappear on some other errand. People do not want to enter these impersonal, giant stores, supermarkets, and discount warehouses and walk around trying to hunt for the merchandise themselves. Why should it take ten minutes to locate the merchandise when they could, like Walmart does, have a greeter at the door who immediately answers their questions and tells them where what they | Success Is For You | David R Hawkins | chunk |
merchandise themselves. Why should it take ten minutes to locate the merchandise when they could, like Walmart does, have a greeter at the door who immediately answers their questions and tells them where what they want is located, or if they’re out of it, or if they have a special or sale? Why not have someone greet them as though they’re glad to see them? It would also be nice if the greeter inquired if it’s their first visit to the store. If so, tell them wher e the restrooms are located . How hard is it to understand that everyone wants to know this? Also, everyone would like to know where they can find a cozy corner to have a cup of coffee, make a phone call, look up something, or rest their feet while they’re shopping. Besides these considerations, every customer ’s feet hurt. I’m thinking about a very busy printer where the interruptions were constant for whomever they were dealing with in the shop. By the time some one ordered a new letterhead or flyer, very often an hour and a half had passed. Many people got aggravated and walked out, after standing on their feet for an hour and a half waiting for the employees to stop their endless interruptions, phone calls, messages, personal conversations, and mysterious distractions by things that should have been handled yesterday . Customers may have other ailments that are aggravating them. We must be responsive to the fact that people need to use the restroom , their feet hurt, and they may have other health issues bothering them. For instant success, all we have to do is treat all of our customers as though those three things were true and we’ll be absolutely amazed by the response. Everyone’ s in a hurry . We need to understand that fact. Nobody cares that our business is very busy today , or that our emplo yees are on vacation, or that a prime employee is sick. These are all things that | Success Is For You | David R Hawkins | chunk |
cares that our business is very busy today , or that our emplo yees are on vacation, or that a prime employee is sick. These are all things that should’ve been handled in advance. Every employee has to be covered by a backup person. We can keep retired people on call, for instance. They can only make so much a month and still collect their Social Security . They’re sitting home watchingtelevision anyw ay and can certainly jump into the breach. Many of them have had many years of business experience. There is no excuse for incompete nce. It’s very simple to picture ourselves as the customer , imagining every snag that could occur and figuring out how to cover it. One big office I had in Manhasset, New York, became increasingly busy due to some worldwide publicity . Instead of putting people on hold— many of whom were calling from out of town, out of state, and even out of the country—we kept adding telephone lines. Finally we ended up with ten incoming lines, all with spillover circuits. If there weren’ t enough secretar ies, we hired more. When my office got really busy, I had up to 12 secretaries. If we need more assistance, we should hire some. If we need better employee motivation, we can give them a percentage of the profit, quotas, or incentives. If they don’t become excited about our business, we need to fire them . The most expensive luxury in the world is a lousy employee. We can’t afford them. I hear people crowing about how little they paid to get someone. It makes me cry inside because they’re going to get exactly what they paid for . Ineptitude comes cheap. Just think how amazing it would be if we call the big company , especially if we’re a potentially good customer , and are infor med on our initial contact that we have been assigned a representative with this | Success Is For You | David R Hawkins | chunk |
especially if we’re a potentially good customer , and are infor med on our initial contact that we have been assigned a representative with this company . They are going to see to it that we get connected with the right people, that we get the correct information, that we get the best prices, that everything is followed appropr iately , and that we are satisfied . They will ensure that the billing, shipping, and instructions are accurate, and they’re going to call us back and follow up if there should be any change of circumstances we should know about. Someone tells us, “You are my personal custom er and I’m responsible for you. You are now one of my clients.” By using this technique, people are moved up from clerks to salespeople. Salespeople then get moved to sales representatives, and then account executives. By doing this the company will quickly find out who their most valuable employees are. They will develo p a loyal following and people will start to ask for them. We know ourselves if we have a favorite waiter at a restaurant, we really want to sit at his table. He knows what we want. He remembers our names. He’s attentive. He’s courteous. He brings the billpromptly so that we’re not late to the movie. Everyone wants to feel connected and familiar . Everyone is sick of impersonality . Most businesses don’t realize it, but the only reason people shop with them is because of price, or availability , or they’re the only one there. I’m thinking of a local pizza place, which stayed in business simply because it was the only pizza shop for miles. The food was lousy . The service was terrible. If we called and asked for a pizza to be ready at six o’clock, when we got there at six, he hadn’ t made it yet. He gave the excuse that he had too many orders. Who cares about his orders? Get an assistant. Get a faster | Success Is For You | David R Hawkins | chunk |
we got there at six, he hadn’ t made it yet. He gave the excuse that he had too many orders. Who cares about his orders? Get an assistant. Get a faster oven. That’ s his problem, not the customers’. So much time is spent on comp etitive pricing, as though that is the only element that counts with people . What I’ve found from experi ence is that people will pay almost any price for service, for status, and for getting the feeling that they are someone special. How many times have we dealt with a company for years and years and spent many thousands of dollars, and the next time we call them it’s like they’ve never heard of us? The total impersonality is problematic. We practically helped keep them in business all these years, and they don’t know us from Adam. Isn’t that rude? Isn’t that stupid? Isn’ t that infuriating? Isn’ t that insulting? In my view , the only function of advertising is to make people aware of a new product or a change in the circumstances of an established business. Once this is accomplished, the need to continue to advertise indicates a failure to follow the simplest rules of success. If our business does not double spontaneously by sheer word of mouth and good reputation, we have to make up for the lack by spending big bucks on advertising strategies. What a waste of time and money all that is! The basic rules are: there is never any reason or excuse for losing a customer , nor is there a reason or excuse for every single customer not to bring in another new one. How many times have we skipped going into certain stores because we know that there’ s going to be a long line at the checkout counter? Can we think of any reason to justify this business killer? For as much as the clerks are getting paid a pittance per hour, and one clerk in one hour can process | Success Is For You | David R Hawkins | chunk |
think of any reason to justify this business killer? For as much as the clerks are getting paid a pittance per hour, and one clerk in one hour can process thousands of dollars’ worth of products, can we think of one single thing that is more idiotic? That is the whole basis for the proliferation of convenience stores: the idea that people want half a dozen items and don’t want to stand in line forever .There needs to be special lines for people who have to exchange merchandise or cash personal checks—and, therefore, come up with all kinds of ID, which they tend to hunt through their billfold or purse to find— get credit-card approvals, and all the other nuisances of everyda y life. How would this grab us if we really have somewhere else to go? We walk into the restaurant and the hostess seats us at a table, which we could have done ourselves. She hands us a menu that we could have picked up ourselves, and seats us at a table we would not have picked in the first place. She then smiles sweetly , departs, and totally ignores us, honestly taking no interest in us whatsoever . She never checks back to see whether or not someone is taking care of us. Instead we get to sit there wondering whether anybod y knows that we’re there. Finally , the busboy arrives and brings us water . Unless we’re dying of thirst, who cares about that? Then everyone disapp ears for a period of time. We signal frantically to try to get attention, as we notice that there is no one in char ge. That is the big principle. There is no one in an overall, supervisory , caring position to determine whether our needs are taken care of. Although the waitstaf f is supposed to take care of this, their attitude is usually perfunctory , isn’t it? They have a duty to perform, and they perform it. As | Success Is For You | David R Hawkins | chunk |
the waitstaf f is supposed to take care of this, their attitude is usually perfunctory , isn’t it? They have a duty to perform, and they perform it. As far as we, as people, are concerned, they haven’ t the slightest interest. This then, is the last rule, which we will add to the previous ones. Let’s review them all: Rules for Success: 1. Everyone has to go to the bathroom. 2. Everyone’ s feet hurt. 3. Everyone has other things bothering them. 4. Everyone’ s lost and wants someone to connect with them, to guide them, and to be there in person in this experience. 5. Everyone’ s hungry .People leave businesses in droves for the above reasons. How many times are we shopping at a depa rtment store and need to use the restroom, even though we’d like to buy something else? They tell us that it’s on the sixth floor and we have to go up on the escalator or wait for the elevator , and we say, “Oh, the heck with it.” We turn around and go out to McGinty’ s Bar and Grill and order a soda, or a beer, or whatever , just so we can use theirs. How many times are we in the middle of what could be a very major shopping expedi tion and want a cup of coffee or a doughnut or something to hold us over until the next meal? We start to get faint with hunger . As we look around, the prospects of anything to eat are dim. Our basic instincts drive us out of the store. When I think back, I can think of untol d thousands of dollars that I did not spend at a multitude of businesses. Not having a single chair for customers to sit on is enough to drive many people out of a store. The entry greeting into almost any business should handle all the aforementioned basic human requirements. Even when we go | Success Is For You | David R Hawkins | chunk |
Not having a single chair for customers to sit on is enough to drive many people out of a store. The entry greeting into almost any business should handle all the aforementioned basic human requirements. Even when we go into a new restau rant, they should ask, “Have you been here before?” If not, they should inform us that the restrooms are to the rear, the bar is to the left, and the fast-service tables are over in that section. Isn’t that the most amazing idea, and isn’t it worth money right there? Did anyone ever think of having a fast-service area in their restaurant, business, or enterprise, whatever it might be? Does it never dawn on them that people’s appointments are very pressing and importa nt, just as important as the owners’ time is to them? Some businesse s treat customers and patients as though a need for haste is the character defect of the customer . Little do they realize the many physical issues (some of which we have gone over in this chapter) that could be bothering a person, who may also feel lost and confused and have a dental appointment in exactl y 42 minutes. Or they have to see their psychiatrist, who is going to charge them whether they show up or not. Or they have to pick up the car before the garage closes. They have to handle other important engagements or meet people at 2 P.M. The public’s attitude is not arbitrarily being testy. Rather , it is reflecting busyness, an intensity of life, and a multitude of demands that are on everyone. So think about what a simple yet great idea this is. People who want to make the start of the movie or who have engagements later can sit in thefast-service section. The menu there doesn’ t have to be as elaborate. It’s obvious that they can’ t wait for a fancy dish if they’re in a hurry . | Success Is For You | David R Hawkins | chunk |
obvious that they can’ t wait for a fancy dish if they’re in a hurry . Lacking a fast section, the menu could be marked with asterisks to indicate fast-service items. After all, they didn’ t just start cookin g the turkey when we put in our order . Isn’t that turkey already cooked and kept warm, ready to be sliced up on an instant’ s notice? How long shoul d it take to serve up a plate of sliced turkey , dressing, mashed potatoes, and peas? People can do it at home in 30 seconds. Why should it take 20 minutes in a restaurant? This is true of any business. By trimming off the frills, it’s possible to provide fast service no matter what the area of enterprise. Also, realize that people are willing to pay a premium for fast service. I’m thinking of the local printing shop, which has a 50 percent greater price for the same-day service, 40 percent for two-day service, 30 percent for three- day service, and 20 percent for four-day service. That way, customers who are not in a rush don’t have to pay for those who are, and those who are in a rush have a means of achieving their ends without getting frustrated. Part of the impa tience that goes on in business is due to the huge profits that depend on time sensitivity . Thousands or millions of dollars can be waiting for the delivery of a certain item or a certain service. There is probably nothing more outrageous in America than dealing with the United States Trademarks and Patent Office. It is possibl e to contact these people literally hundreds of times and have months go by without being able to get them on the telephone or get a response to electronic inquiries. We can’t market our product without a registered trademark. In today’ s competitive business world, it certainly would be unwise to do that if we have a unique item—think of the millions of dollars corporations lose | Success Is For You | David R Hawkins | chunk |
today’ s competitive business world, it certainly would be unwise to do that if we have a unique item—think of the millions of dollars corporations lose due to one such simple delay . Many years ago I had the same problem on a personal business level with a corporation that had a red-hot idea and a market that was panting for it. I called the United States Tradem ark Office over 200 times without being able to get through to anyone. I wrote them 12 letters and sent telegrams, and finally calle d my U.S. Senator . After three months I still had not gotten either a patent or a trademark application form when this is all that had been requested. Just a form, please. It seemed a task any computer should have been set up to handle automatically . I am going to add another rule of success.6. The customer has a lot riding on the outcome of our transaction. This is a very important principl e. We may not think it’s important, but it is in the life of the customer . If we think back on our own transactions, we’ll realize how important these things are. When we go to purchase something, it is not just for the fun of it. For instance, we’re purchasing it because it’s someone’ s birthday , and it’s critical to have it by a certain day. We’re purchasing it because our lives can’t work without it. We’re purchasing it because everything is leaking until we get that part. We’re purchasing it because we canno t go ahead with the next major project until we have this essential service. Incompetence is so rampant that we’ve become unconscious about it, because we’re so used to it. Let’s take the ordinary , simplest, most mundane experience: We call the local movie theater to find out what’ s playing there. The first thing that happens is we get a recorded message of someone who | Success Is For You | David R Hawkins | chunk |
experience: We call the local movie theater to find out what’ s playing there. The first thing that happens is we get a recorded message of someone who garbles English. The next thing the message does is tell us where the theater is located, which is not why we called. Plus, that should be the last piece of information, not the first. Then it tells us rapidly what is playing that day. Inasmuch as we never heard of the movie, we totally missed the name. It also uselessly tells us that it’s playing in theater one, two, or three, all of which is of no interest either . Having now delayed us, 90 seconds have gone by and we still don’t really know what’ s playing or when. Finally , as it gets toward the end of the recording, after covering the kiddie matinees, which are of no interest, it finally gives us the evening adult production times. This was the first thing we wanted to know . It is very careful not to repeat the name of the movie, so in case we missed it, well, that’s too bad. Nor would it go as far as spelling it. Often it will tell us what it’s rated, but it will not tell us about the content or genre, such as, “This is a romantic comedy ,” or “This is a murder mystery .” The owner somehow presumes that we are movie fans and know all abou t this business, including all of the current titles and stars. The tape then ends. None of this is the information we want in the first place. There is no other number to call—even if there were, there’ s no person to answer that line anyway . On the tape, it never gives the exit time, so if we want to drop our family off at the movie, go to a meeting, and pick them up later, wedon’t know what time it ends. We just sort of wildly guess that it must be | Success Is For You | David R Hawkins | chunk |
our family off at the movie, go to a meeting, and pick them up later, wedon’t know what time it ends. We just sort of wildly guess that it must be somewhere between an hour and a half and two hours. As the afternoo n progresses it becomes increasingly difficult to get the telephone line of any theater; routinely , one gets a busy signal. Apparently they cannot afford a spillover line with another recorded message. After trying to get the theater two or three times, we say the heck with it and go to a different theater . I’ve often felt like donating another answering machine, which costs all of $40 or something, to a theater so that when I call I don’t get put off by a busy signal and I can find what in the world is playing, seeing as I have to travel a few miles to get there. In addit ion, where I lived, most of the first shows of the even ing were over at about 9:20 to 9:30 P.M. All of the local restaurants closed at 9:00 P.M. When the movie crowd left the theater there was no place to go for dessert, coffee, or supper , or a place to go to sit and entertain their friends. When I was a kid I used to go to camp in a little town in Wisconsin. They had one single movie run per week, every Saturday night at 7:00. The show went on once, and that was it for the week. There was a quick little ad that came on before the main feature that said, “After the movie, enjoy a soda at Johnson’ s Drugstore.” Johnson’ s Drugstore did a huge business—as a matter of fact, if I remember correctly , practically the entire movie audience went over to Johnson’ s Drugstore. Johnson’ s Drugstore did not use the excuse that they weren’ t ready for such a crowd and have only one employee so everyone had to wait. Johnson’ s Drugstore knew that after the | Success Is For You | David R Hawkins | chunk |
excuse that they weren’ t ready for such a crowd and have only one employee so everyone had to wait. Johnson’ s Drugstore knew that after the movie there was a mob. So on Saturday nights, they had extra help. When we got there, there were four or five clerks all waiting for us with their ice-creams scoops ready . All the tables were set with napkins and spoons. They didn’ t tell us they were out of coffee. Instead, they made a big pot that was freshly brewed so that when we walked into the restaurant it smelled good. The owner himself was there to greet us and establish personal relationships. That simple, commonsense, plain human decency and thoughtfulness made it as successful as it was. We could hardly wait all week to go to Johnson’ s Drugs tore on Saturday night. Because we knew we were going there, we saved up a list of all the items we wanted to buy and bought them all at Johnson’ s Drugstore; as a result, they did a huge amount of business. The owner never spent any money advertising Johnson’ s Drug Store, other than a simple ad at the movies to tell us where he was and whatservices he offered. But the minute we entered his establishment, we became a customer forever . People are starved for recognition and acknowledgment and to be treated with common human decency . The dehumanization of human enterprise has taken a deadly toll. Customers who have demonstrated responsibility , especially over the long term, should get special consideration. They should be informed, in fact, that they get special consi deration. There should be some reward for having paid their bills promptly for 38½ years! The impersonal ity of utility companies demonstrates this principle. It doesn’ t make any difference if we’ve been a customer of the phone company for 90 days or 50 years. Once the bill is 60 days overdue, we get an automatic computer printout that tells | Success Is For You | David R Hawkins | chunk |
we’ve been a customer of the phone company for 90 days or 50 years. Once the bill is 60 days overdue, we get an automatic computer printout that tells us we’re going to be disconnected. Isn’ t that ridiculous on the face of it? Certainly any customers who have paid their bills promptly for ten years rate that special Category A. After 20 years they ought to get special Category B. And after 30 years they should receive special Category C. In other words, the computer identifies that these customers are in special categories. It then goes to a personal representative who makes an inquiry . Ah, you just had a heart attac k or got divorced, and the big check you deposited to cover this month’ s bill bounced? The customer representative gives them special preference and works something out for them so they can continue to be pleased, happy , and satisfied customers. When we think of it, right on the surface it’s obvious the customers have earned and deserved consideration. It’s not something that we’re giving them that is not due them. This brings us to the next import ant subject, which needs a chapter of its own. OceanofPDF .comTHE TOP Getting to the top and staying there is automatic once a few things have been realized. As I’ve mentioned several times, success is effortless. It happens exactly like a cork rising in water , and for the same reason. As we watch so many people exhaust ing themselves trying to achieve success, they are like someone flailing around in the water who doesn’ t know that the way to the top is to float. What floats is “up there.” It is the fact that certain principle s now have become automatic in our daily functioning, and these principles are what guarantee our success. It is not what we do, but the principles from which what we do originates. One result of this is the critical recognition of the difference between | Success Is For You | David R Hawkins | chunk |
these principles are what guarantee our success. It is not what we do, but the principles from which what we do originates. One result of this is the critical recognition of the difference between what is importan t and what is not important, and between who is important and who is not important. By the word important here, we mean in the sense that it makes things work rather than in the moral, social, or status implication of the word. It is important because it’s critical. What makes for success is that a certain principle is constantly operating for us 24 hours a day, even when we’re not consciously expressing it. To fully understand that statement, we have to understand a little bit about the science of advanced theoretical research and physics called “non- linear dynamics.” Non-linear dynamics is, on one level, an attempt by the left brain to understand the right brain. The left brain works logically and sequentially: It works with symbols, numbers, language, and concepts; therefore, it works with that which is defined, labeled, and thereby limited. The right brain is, in a general way, best described as working with wholes,abstractions, generalities, and with that which is inclusive rather than exclusive. Consequently , the left brain is best compared to a digital computer and the right brain to an analog computer . The analog computer tells us how things are like each other , while the digital computer tells us how they’re different. One cannot really work without the other . We cann ot logically compare one thing to another until we first account for the things that we’re evaluating within a class where comparisons make sense. The science of non-linear dynamics is called “chaos theory .” Chaos theory , in one sentence, could be described as trying to make sense out of that which does not appear to have any logic to it, and trying to discover the hidden order within that which looks disorderly . What is the inner order of | Success Is For You | David R Hawkins | chunk |
that which does not appear to have any logic to it, and trying to discover the hidden order within that which looks disorderly . What is the inner order of that which looks confused? Until recently , there was thought to be no inner controlling patte rn to daily weat her changes. Non-linear -dynamic computer analyses have revealed through graphics that, on the contrary , there is an inner organizing principle. When these principles of what seem to be chaos and confusion are studied by advanced computer analyses, what results from the analyses are graphic designs—the pattern is called an “attractor .” For our purposes, an attractor could be defined as the hidden, inner pattern and that which seems to have no sense or pattern or appears to be chaotic. Once we understand the universe, we realize that nothing is accidental. Absolutely everything is related to absolutely everything else. If we don’t think so, it is because we are not coming from a big enough perspective to see what that relationship is. We might look at a cloud of dust in the barn, for instance, and think that it’s just a chaotic pattern. Non-line ar-dynamic analysis of the pattern of the dust particles will reveal that there is a complete and total inner organization based on air currents, wind, temperature, molecular particles, atomic elements, attractions, and repulsions. The delineation of the inner , overall organizing pattern has to deal with picturing it by means of a computer , in the visible world of graphic design, often consisting of many curves and lines, whic h cannot be described in left-brain, linear , logical, sequential language. A well-studied example of this phenomenon has been demonstrated with such a simple thing as a drop of water . According to mathematical analysis, the formation of the drop of water is predictable. It is based on the aperture, the surface tension of the water , temperature, and other variables; however , | Success Is For You | David R Hawkins | chunk |
the formation of the drop of water is predictable. It is based on the aperture, the surface tension of the water , temperature, and other variables; however , the exact moment in the sequence of moments when a specific drop formsand falls from a dropper cannot be mathematically predicted. Although the conditions remain the same, the drops form themselves at an unpredictable rate. Despite mathematical analyses that have all the known factors, one cannot say with absolute certainty when the next drop will form. For instance, even if the last thousand drops have occurred every one-tenth of a second, and though all conditions remain the same, there is absolutely no guarantee that the next drop will occur in the next tenth of a second. In fact, it will surprise us and suddenly occur in a hundredth of a second. There is absolutely no plausible reason for this to happen, yet it happens constantly . This is pretty much the way life is, isn’ t it? The unforeseen, the unpredictab le, and the unexpected just happen, don’t they? This is why the wily old fox who has been a survivor in this world never gives up the hunt. That unpredictable drop is the opening for the universe to come in with what people with another orientation toward life would call a miracle. The unforeseen, serendipity , good fortune , good luck —those are all names that people have created to explain this phenomenon. Primitive people attempted to finesse this out of the universe by rituals and sacrifices to the gods for intervention. This is the opening where the impossible becomes possible. This is precisely where things that the left brain is unfamil iar with become not only powerfully operative, but frankly determine the total outcome. The reason why an itsy-bitsy little factor , which may seem like only one ten-thousandth of all of the other operating factors, is the very one that makes the difference is that this tiny fraction is focused on a critical balance | Success Is For You | David R Hawkins | chunk |
ten-thousandth of all of the other operating factors, is the very one that makes the difference is that this tiny fraction is focused on a critical balance point. If we look at a compute r-graphic pattern of an attractor , we could compare it to the eddy currents in a stream as it enters into a pool. It’s obvious when we throw some talcum powder on the surface of a stream where it enters the pool that we will see a swirling pattern. It’s also obvious that if we place one reed in the pond where the water current is entering, the pattern of the talcum powder will be changed merely by the presence of that reed. The reed as we see it is not “doing anything.” In fact, the only thing it is doing is just “being there.” Advanced research has demonstrated that within all happenings within the universe there is a discernible pattern and organizing principle. In fact, if it were not for the organizing principle, no universe would even be possible. The last thing we need to know is that there can be more than one attractor affecting the field. There may be an attractor withi n the otherattractors whose power is controlling the very pattern of the other attractors, who themselves are controlling all the factors operating within the visible world. In other words, our attractors are organizing principles, and these have different levels of power . We now have one of the secrets of the success of powerful people: Their entire lives are automatically and effortlessly organized by the complete and total alignment and commitment to very high and powerful principles. We now have the understanding of how it is that Mahatma Gand hi defeated the British Empire. It’s very simple. Mahatma Gandh i was totally activated and organized in everything he thought, did, felt, and expressed, by the universal principle of infinite power . Comparatively , the British Empire was coming from a limited principle of what was good only for the advantage of their own political | Success Is For You | David R Hawkins | chunk |
thought, did, felt, and expressed, by the universal principle of infinite power . Comparatively , the British Empire was coming from a limited principle of what was good only for the advantage of their own political aims; therefore, their attractor was overpowered by the attractor that was activating Mahatma Gandhi. What we saw in the world historically was merely the outer expression of the less powerful attractor having to conform to the inner power of a more powerful attractor . We can now understand why there’ s so much power in a principle such as love. We know from our own human experiences that out of love we would do things and take risks that would be ridiculous from a logica l viewpoint. We know, for instance, that one forgiving gesture can end a war of 30 years. Neither all the military power nor all the millions of dollars could accomplish that. We know this in the matter of personal vendettas. We hate someone for a lifetime for something that we always held was very vicious and unfair of them to do. Then one day while we’re out gardening, it suddenly strikes us how sad it was for that person to be so limited at the time. They had to come out of such fear to be that way. Suddenly , the compassion of understanding opens up a powerful attractor . We discover that the attractor that motivates the heart is a far more powerful attractor than the one that motivates the left-brain intellect. In one split second the unresolvable is instantly resolved. The unpardonable is not only pardoned, but it is seen that there was nothing to pardon in the first place, except that the person was guilty of humanness. Once we own our own humanness, it is simple to forgive other people theirs. The more we do this, the more effortless it becomes, because we have not created so many obstacles to overcome.The purpose in what appeared to be diversion now becomes quite clear: | Success Is For You | David R Hawkins | chunk |
theirs. The more we do this, the more effortless it becomes, because we have not created so many obstacles to overcome.The purpose in what appeared to be diversion now becomes quite clear: to demystify that which sounds mysterious, to make comprehensible that which would otherwise seem perhaps abstract and incomprehensible. What we’re talking about is absolute reality . We are talking about pragmatism with a capital P. We’re talking about the automatic pragmatism and practicality of the super successful people who automatically gravitate to the top by virtue of the fact that they are pulled there by the attractor , which dominates their consciousness. We might say that consciousne ss is a field of energy that activates our minds, which basically has no pattern, and our free will. Our freedom of choice is to decide what patterns will organize what would other wise appear like a swirling, useless cloud of dust or millions of thoughts just running through at random. We see that these thoughts, although we believed that they were random, are being organized by definite principles. Certain attractors are operative here. As we become aware, we start getting curious. What is the attractor pattern that’s moving all these crazy thoughts through our minds? Or what is the attractor pattern that accounts for the success of someone we admire? We see that the mechanism of creativity and creation itself comes out of an infin ite potential of infinite energy. It is formless, yet infinite and unlimited in its potentiality . There arises a series of attractors in a pattern of descending order of power . These patterns control everything that happens within their field of influence—nothing escapes them. This understanding can be compared to gravity . It is obvious that the gravity of one heavy object hanging next to another heavy object, both of them suspended by threads that can be measured in a high school physics class, is only happening within the gravitational field of the earth. The same | Success Is For You | David R Hawkins | chunk |
them suspended by threads that can be measured in a high school physics class, is only happening within the gravitational field of the earth. The same experiment on Mars or the moon would give different results; therefore, the lesser gravitatio nal field is being dominated by the more powerful field of the earth itself. The gravitation al field of the earth is obviously a reflection of the gravitational relationship between the earth and the sun. Then again, the gravitational fields of the earth and the sun are dependent on the overall gravitational field of the entire planetary system. The gravitational field of the planetary system is itself totally dependent on the gravitational fields of the universe. We’re told that this is only one of many universe s—there are actually an infinite number of them. Our universe is merely reflecting agreater gravitatio nal field, which dominates an infinite number of universes with sequentially more powerful gravitational patterns. Obviously the one attractor patte rn that dominates all of us is the attractor pattern of life itself. Just as nothing in our universe can escape the influence of gravi ty, the principles upon which we operate either coincide with the attractor pattern of life itself or they do not. Power comes from aligning with those dominant attractor patterns that are aligned with that which supports life. This discussion, which would seem abstract without the context in which we are presenting it now, gives us some very practical yardsticks by which to measure what is going on in our lives. Life then becomes the experience of the interaction of these attrac tor patterns. They express themselves in the sensory and emotional world of our experiences. Let’s now look at a few attracto r patterns using this frame of reference to increase our capacity to compre hend how real and pragmatic our discussion is, which we have heretofore thought was “philosophical.” Let us take a very simple and what seems an ordinary concept or principle: friendliness. | Success Is For You | David R Hawkins | chunk |
is, which we have heretofore thought was “philosophical.” Let us take a very simple and what seems an ordinary concept or principle: friendliness. What is the life like of a person who holds being friendly and considerate of other s and how they feel as some of the most important principles of life? From the critical viewpoint, we might say that the downside is that the person is perhap s overly agreeable, or what to our minds in the Western world is not assertive enough. But what is this person’ s inner experience of life? In what kind of a world do they live? If we observe such a person, we’ll find that their life is successful and ef fortless. If we are friendly , people will be helpful to us and will smooth our way. If we are friendly we will have lots of friends. By having lots of friends we will have automatic connection s to the right people. Out of friendliness, people will warmly see to it that these good things are provided in our worlds. It is true that sometim es we take advantage of friendly people. Nevertheless, they create a warm place in our hearts. We build up a feeling of obligation toward them, which sooner or later will find expression in some positive way .This reminds me of that remarkable plaque that appeared in Bashas’ supermarket, where there was an annual award for the friendlies t employee. Imagine, in a world that people picture as dog-eat-dog and cutthroat, one of the most successful ventures that I knew held the friendliest employee as a high organizing principle. Isn’t that amazing? Here was a story in which their orientation was for their customers to become their friends. Did Bashas’ have to worry about customer loyalty? Hardly . Although someone may shop at another grocery store, they will gravitate back to the one in which they feel most at home. Where do we feel most at home? Where do we like to be? The places | Success Is For You | David R Hawkins | chunk |
may shop at another grocery store, they will gravitate back to the one in which they feel most at home. Where do we feel most at home? Where do we like to be? The places where we like to deal with others are where we feel at home. Home is what is frien dly. The reason we keep going back to the same business establishment is because we feel at home there due to familiarity . Familiarity is accomplished rapidly in an atmosphere of friendliness. The purpose of having a greeter at the door, then, is that it makes some businesses very successful. Success is really being the reed in the water . By observing the patterns of the interaction of life itself, all we have to do is station ourselves and position ourselv es with a certain principle, and the eddies and currents form around us. The currents, the eddies, and the forces automatically and effortlessly circle around us. We don’t have to do anything. Does it make any sense to be tired and exhausted at the end of the workday? How nonsensical. Is the reed exhausted at the end of the day from modifying the currents of the stream? On the contrary , the reed is nourished by the elements of the stream; thus, one way of knowing when we’re successful is that as the day goes by, our energy increases. We almost have to force ourselves to quit at the end of the day because we’re so interested in what we’re doing. “Time has gone by so quickly ,” we say, “it can’t be five o’clock already . Where has the day gone?” A person with a busy and successful life hardly notices the pages of the calendar changing. The years drop away effortlessly . A successful person doesn’ t know what boredom even is. If we’re applying these principles in business, we are in somewhat of a position to understand who and what is important to pay attenti on to in our | Success Is For You | David R Hawkins | chunk |
even is. If we’re applying these principles in business, we are in somewhat of a position to understand who and what is important to pay attenti on to in our daily business lives. Most proprietors, entrepreneurs, and executives cannot tell the importan t from the unim portant. They especially cannot discern the important person from the unimportant person except by reputation. Herethey are usually fooled because the unsophisticated person confuses celebrity status or demandingness with importance. What often happens is the unimportant people are considered to be important because of their celebrity status, or because of their demandingness, or because of the flash of the external marks of succe ss through conventional worldly symbols such as stretch limousines, diamonds, designer clothes, status, addresses, or titles. For those who’ve never met a really successful person, it’s time to describe one. Unless we have been as successful ourselves, it’s unlikely that we have run across or recogniz ed them. They’ve been in and out of our lives. It’ s just that we didn’ t recognize who they were. From understanding the principles I’ve outlined so far in this chapter , it’s obvious that super successful people can be described as, first of all, relaxed. They perform effortlessly and unostentatiously . They are undemanding, unassuming, and usually quiet. Don’ t be fooled, because they may not dress the part at all and may be driving a little beat-up car. Typically they look like nobody at all. If we’re intuitive, we get that they’re coming from an inner state of absolute certainty , of total self-confidence and easygoingness that only comes from that level of certainty , which itself only comes from understanding some of the principles we’ve outlined in this book. The very top successful people of the world—of which there are | Success Is For You | David R Hawkins | chunk |
only comes from understanding some of the principles we’ve outlined in this book. The very top successful people of the world—of which there are not all that many, frankly—are completely aware and conscious of what principle is operative, thus they know what results will happen in the world. So why worry about it? These are very creative people. They know from just observing the laws of the universe, without necessa rily describing them as such, that once one starts a snowball down the hill it will automatically gather mom entum and become a larger snowball. So what is the problem? Success, as I’ve said, is instantaneous. That flash of knowingness at the moment of the creation of a new attractor pattern tells us automatically what the consequenc es are going to be in the world. People of great success have this capacity for discerning the critical point that needs to be influenced by the pattern. For insta nce, a company came to me that was falling down on its knees. From the origin al phone call I already knew exactly what was wrong with the company and what to do about it. The name was all wrong. There’ s no way they could be successful in the world with a name like that. It was wrong on every single level. The unconscious associations it would bringup in people who even heard the name were unpleasant. Know ing nothing about the comp any, I predicted that they were all working their heads off and getting nowhere; the customers probably avoided them like the plague. Upon investigation, this turned out to be true, even though the product itself was a quality product, was needed, and should have been selling right and left. The only thing needed here was a change of name. I could’ve told them that over the phone in eight seconds. Would they have believed it? No. If they were aware that such things were possible they wouldn’ t have been | Success Is For You | David R Hawkins | chunk |
them that over the phone in eight seconds. Would they have believed it? No. If they were aware that such things were possible they wouldn’ t have been calling me in the first place. So I had to go through a fancy routine with them as though I was running it through my left brain and analyzing it in a way that I knew would be acceptable to their consciousness. I think I came out with a weighty final decision of a change of name. In this case, the whole situation was actually humorous. The people still, I could see, had some doubt. So to convince them I said that I had run it through an advanced mathematical formula in my computer . At that point they became agreeable. (I didn’ t tell them that the computer in this case was my right brain.) They were now convinced that my advice was coming from what to their left brains was an acceptable logic pattern. Conseq uently , they instituted the change. I didn’ t even have to bother checking back on what the consequences would be. It was quite obvious. There is a particular attractor energy pattern in certain symbols, syllables, and alphabetical configurations—the associations they would bring up in the unconscious would make success automatic. As a matter of fact, I’ve invented over the years a number of names that bring automatic success. It’s up to anyone to decide what products they want to attach to them, because these names could sell anything, from bran flakes to mothballs to golf-ball cleaners. The secret of success is to be a cork, be a reed, or be a top that spins from its own momentum. As we see, the attractor pattern creates momentum. It is the momentum that carried us effortlessly through a daily routine that boggles the mind of the average person. We’ll have more done by noon that everyone else will have done by dinnertime or by working late into the evening. | Success Is For You | David R Hawkins | chunk |